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Fixing Performance Problems: Common Sense Ideas That Work Paperback – December 5, 2005
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About the Author
Bud Bilancih Biographical Information Bud Bilanich's pragmatic approach to business, life, and the business of life has earned him the title The Common Sense Guy, and made him one of the most sought after speakers, consultants and executive coaches in the USA! Dr. Bilanich’s work focuses on improving the performance of individuals, teams and entire organizations. Bud is Harvard educated, but has a no-nonsense, common sense approach to his work that stretches back to his roots in the steel country of Western Pennsylvania. His consulting and coaching clients report that he is full of practical, useful common sense advice that they can put to work immediately. Audiences leave his Common Sense Keynotes armed with fundamentally sound, common sense ideas and the motivation to put those ideas to work. Bud has 30 years experience in the organization effectiveness field. He has worked with clients in the US, Canada, Latin America, Europe, Australia and Asia. His clients include Pfizer Inc, Johnson and Johnson, Abbott Laboratories, Schein Pharmaceuticals, General Motors, Citicorp, JP Morgan Chase, AT&T, Pitney Bowes, Dana Corporation and The Boys and Girls Clubs of America. He is the author of five books: • Fixing Performance Problems…Common Sense Ideas That Work • Four Secrets of High Performing Organizations • Leading With Values • Using Values To Turn Vision Into Reality • Supervisory Leadership Bud is a prolific writer. You can find his thoughts on contemporary business topics and issues on his popular blog: www.commonsenseguy.com. You can find more information on his work at his website: www.BudBilanich.com. Dr. Bilanich received an EdD from Harvard University with a concentration in Organizational Behavior and Intervention. He also holds an MA in Organizational and Interpersonal Communication from the University of Colorado, and a BS in Human Development from Penn State. Bud is a cancer survivor, and lives in Denver, CO with Cathy, his wife. He is a retired rugby player, an avid cyclist, and a film, live theatre and crime fiction buff.
Top customer reviews
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This high impact and user friendly tome proves substantial; but also economical, in terms of being able to take it on the plane or read between meetings for maximum benefit without wasting a lot of time.
Definitely keep an eye out for all the books by Bud Bilanich, the Common Sense Guy with the great insights!
Subtitled "Common Sense Ideas that Work," that's just what the book offers. And we all know how uncommon "common sense" really is. As others have noted, it's refreshing that someone with multiple degrees, including a doctorate from Harvard, can sidestep the usual consultant-speak and get right to the heart of the matter.
In addition to being packed with relevant quotes (there are some real gems there, including General Pershing's "A competent leader can get efficient service from poor troops, while on the contrary an incapable leader can demoralize the best of troops" or the Chinese Proverb, "If you are patient on one moment of anger, you can avoid a hundred days of sorrow"), the book offers plain answers to eleven key problems, with a handy summary chapter at the end.
The eleven problems are:
1) People don't know what they are supposed to do.
2) People don't know why they should do what they are supposed to do.
3) People don't know how to do what they are supposed to do.
4) People think the prescribed methods will not, or do not work or believe that their way is better.
5) People think that other things are more important.
6) People think they are performing in an acceptable manner.
7) Non-performance is rewarded.
8) Good performance feels like punishment.
9) There are obstacles to performing that the individual cannot control.
10) There are no positive consequences for good performance.
11) There are no negative consequences for poor performance.
Most of all, I like the fact that the book focuses on the things leaders need to do differently, and doesn't jump to conclusions that performance problems are the fault of the employee. In fact, in many cases it's not, and issuing negative consequences for poor performance is only suggested as a last resort (#11 in the list). Even in that case, Mr. Bilanich suggests that a gentle nudge will often do the trick.
Rather than a book on "correcting bad employees," it's the ultimate handbook on motivation, positive reinforcement, goal setting, communication, and all the things we need to do to proactively avoid poor performance. I highly recommend it to leaders at all levels.
My experience supports the need for practical tools to give the manger the confidence to initiate these conversations.
This and the other extremely usable ideas in the book make it fast and impactful reading.