Mark Murphy / Leadership IQ Blog
Leadership IQ recently conducted a study involving over 30,000 employees. And among the many questions we asked was "When I really make a mistake, I immediately start looking for another chance to try again." You can see from the chart below that there's a lot of room for improvement on this issue...
It’s pretty hard to recruit a high performer if you don’t know what attitudes define being a high performer. And yet, that’s exactly what most companies are doing to their recruiters. At Leadership IQ, we recently surveyed 656 human resources executives and asked them to what extent their organization had clearly and scientifically defined the attitudes that distinguish the highest performers from everyone else.
Every company on earth has set SMART Goals. But does that mean they're effective? Not if the disturbing research we've done on goal setting is any indication. In this video, Leadership IQ Founder Mark Murphy talks about some potential problems with SMART Goals.
The following are some standard behavioral interview questions commonly asked by managers around the globe, and every one of them is seriously flawed. See if you can identify the problem:
- Tell me about a time when you had to adapt to a difficult situation. What did you do?
- Tell me about a time when you had to balance competing priorities and did so successfully.
- Tell me about a conflict with a co-worker and how
you resolved it.
Are SMART Goals dumb? Well, new research suggests they probably are. There isn’t a company in existence that hasn’t set its share of SMART goals (most commonly defined as Specific, Measurable, Achievable, Realistic, and Time-bound). But SMART goals can still be pretty dumb. Why? Because too often they act as impediments to, not enablers of, bold action, and actually encourage mediocre and poor performance. “Hold on a minute,” SMART objectives seem to say. “Don’t push beyond your resources, don’t bite off more than you can chew, play it safe and stay within your limitations.”