Moving the Ball Down the Field: A Case Study in Turnarounds

I once worked with a hotel that was ranked at the bottom of their management company on nearly ever metric – profitability, customer satisfaction, employee engagement.  When a new general manager, a former college football star, took over the property, he probably felt like he was in a classic Bad News Bears situation.  His rag-tag team had sub-par equipment, including an elevator that constantly broke.  No matter how hard they tried, they felt like they were losing every game, so most of them had given up.  But in a short time, he had improved the hotel’s financial metrics, went on to win the company’s customer service competition, and employee engagement was some of the best in the company.  How did they do it?  Read on to find out.

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Management Without Measurement Is Stupid, Measurement Without Management Is Worse

Last week, Bill Gates published his annual letter, along with an editorial in the Wall Street Journal (link). In it, he discussed the way his philanthropic efforts have applied measurement to improve their effectiveness. In doing so, he brought one of the most important management innovations of the twentieth century to bear on the problem of solving human suffering. But measurement alone isn’t going to solve the world’s problems, and it won’t solve your organization’s either.

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