By motion I mean such things as meetings, projects, targets, visions, committees, plans, etc. And by progress I mean actual results. Sometimes, I see managers trying to be "technically' correct; you can't "legally" say they are wrong, but when you go down and see the actual real-life results on the ground, you see lack of quality of service, lack of satisfaction of internal and external customers, little innovation, etc. As much as we argue that we are doing our job, real life results are damning proof of the harsh reality of our performance.
Imagine a chef that says that he is doing his job perfectly because he going through the "correct steps" flawlessly all the while knowing his food tastes terrible!
I think part of our problem is our narrow perception of a manager's role. I notice that we equate it with a series of mechanical actions or rituals, that as long as we do, no one has anything on us. I suggest that upper management shouldn't waste time on holding people accountable on means. It should hold people accountable against meaningful and strategically sound objectives that move the organization in the right direction.
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