Each manager at your firm is accountable for delivering the numbers every quarter based on strategic plans that are specific, measurable and tracked monthly. You’ve always met or exceeded your numbers.
But you’re in trouble this time. You’ll soon meet with seniorto explain why your unit’s results deviated from the carefully defined plan that was in place.
Last year, you agreed the plan seemed reasonable. Now you fear you’ve lost credibility because of poor results.
What’s worse, you’re unsure what went wrong. Your employees performed admirably. You applied new technologies to boost productivity and lower costs. And the error rate plummeted, thus reducing waste and internal inefficiencies.
Perhaps external forces played a role. The shaky economy didn’t help and savvy initiatives launched by competitors may have hurt your market share. Yet you fear shifting blame elsewhere will lead (register to read more)to growl, “No excuse...
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