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Setting goals the S.M.A.R.T.E.R. way
D. Albert Brannen
Since the early 1980s, management consultants have used an acronym, S.M.A.R.T., to guide people through effective, objective goal-setting. That easy acronym is still one of the most popular frameworks for performance management in the workplace — or in any other goal-setting, for that matter. Over time, this acronym has been tweaked and expanded. One variation is to make goals S.M.A.R.T.E.R., which indicates that goal-setting is an ongoing, continuous improvement process.
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3 snags spoiling the BPM party
BPTrends
While there is no doubt about the dramatic transformation BPM can bring to your organization, there are plenty of "ifs and buts" involved with the adoption of BPM that interfere with attempts to tame complex processes to improve efficiency and productivity.The challenge in using BPM is not the discipline itself, but the sheer number of skills, tools and attributes needed to ensure its effective handling.
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Learning from lousy: Finding good takeaways in bad situations
TLNT
It's often said that each of us can learn a great deal from having a good boss to work for, a solid role model of just how a manager is supposed to act. We can also benefit from associating with other good employees, learning from the experienced and high performers how things should be done. That's all true enough, but how many of us are fortunate enough to find ourselves in that position?
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7 ways to influence risky project decisions
Dr. David Hillson
Many project decisions are made by other people that affect you and your career, and often these decisions are about risk. How can we use our influencing skills to deal with risks that arise from the decisions of others?
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Do you sell courses, or do you sell solutions?
LearnDash
While the business model for selling e-learning is simple (create a course, add a price), the successful execution of it is dependent on a variety of factors.
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The secret keys to a great pitch
Thought Leaders LLC
People pitch ideas all the time. Most of those pitches never get heard. Why? Because they don't consider the audience.
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What big companies get wrong about innovation metrics
Harvard Business Review
The fear of getting Netflix-ed or Uber-ized is spurring big companies to dial up their investment in innovation. But as investment increases, many companies are struggling with a challenging question: How do you know whether your chosen innovation strategy is actually bearing fruit?
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ISPI Performance Digest
Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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