ABSTRACT
If as discussed in Chapters 1 and 2, the early motivations, attitudes, and decisions of the CEO, president, department head, or team leader regarding performance improvement are critical to success or failure in these endeavors, what, then, can leaders do to increase the chances of success in performance improvement? The first guideline is that leaders must keep an open mind and recognize a crucial reality:
organizational and team leaders are often good sources of information about what is occurring operationally in their organization, but they usually lack the knowledge, experience, and even objectivity necessary for deciding how to improve performance.
