Epilogue
What Leaders Must Do
This book has presented a system of performance management. That system provides a set of activities through which managers can make the most of the human resources at their disposal. As described in the preceding chapters, it all begins with goals. Once goals are set and linked to solid metrics, the manager has a practical guide to assessing actual performance. Motivation and coaching are then applied as needed to keep individual employees on track and on their way to superior performance. At some specified date, a formal appraisal is made, the outcome of which is used for decisions on pay, promotions, and employee development—and, in some cases, dismissal. The cycle then begins anew.
It’s all very logical. But ...
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