Evidence-based management relies heavily on numbers. The benchmarks, strategic and unit scorecards, and goals are all quantitative. A number of questions arise about such a quantitative approach. A competent professional manager has to be able to answer them at several levels of sophistication. (The chief of surgery and the chair of the board will expect more specifics than the kitchen workers, but servant leadership obligates leaders to answer both to the questioners' satisfaction.) For Chapter 1, let's answer them at the simplest level, say for a smart high school graduate. a) Are these the right measures? b) How do I know my team can influence the measures? (Don't they include a lot of things outside our control?) c) Can we really get better? (If we set a goal, how do we know we can reach it?) d) Will the leadership punish us for not reaching our goals?
Evidence-based management relies heavily on numbers. The benchmarks, strategic and unit scorecards, and goals are all quantitative. A number of questions arise about such a quantitative approach. A competent professional manager has to be able to answer them at several levels of sophistication. (The chief of surgery and the chair of the board will expect more specifics than the kitchen workers, but servant leadership obligates leaders to answer both to the
questioners' satisfaction.) For Chapter 1, let's answer them at the simplest level, say for a smart high school graduate.
a) Are these the right measures?
b) How do I know my team can influence the measures? (Don't they include a lot of things outside our control?)
c) Can we really get better? (If we set a goal, how do we know we
can reach it?) d) Will the leadership punish us for not reaching our goals?
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