ABSTRACT
This chapter focuses on learning embedded in effective Follow-up/Follow-through. The Wells Fargo scandal was in large part a failure of “learning” from a consistent Follow-up/Follow-through process. The first critical step in effective Follow-up/Follow-through is to set the rhythm – establishing a consistent timeframe for meeting, updating, and assessing progress toward the project’s goal. Once the rhythm has been established, the burden is on the performer to follow up with the leader at the agreed-upon time. There are four factors to consider in determining the right rhythm for each performer. They include: the performer’s current performance level, the performer’s skills and ability to perform the task, the performer’s level of engagement in performing the tasks necessary to achieve the goal, and the performer’s confidence in her ability to hit the goal. The Follow-up/Follow-through process ensures that regular attention is paid to the critical goals, Visible Scorecards, and Performance Drivers that drive effective execution.
