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Managers Get, Not What They Expect, But What They Inspect

Louis Gerstner is well-known for down-playing the 'vision' thing. he emphasizes that seemingly more mundane issues are often more important than the lofty ones. For example, one of Gerstner's key insights is often ignored in business: most workers perform well, when management takes the time and effort to observe performance, and to reward it when it is good:

(p. 250)  I have already pointed out that people do what you inspect, not what you expect.  Leaders who are thinking about creating true integration in their institutions must change the measurement and reward systems to reinforce this new direction.

(Note: italics in original. Also, see related passages on pages 212, and 230-231.)

 

Reference for the book:

Gerstner, Louis V., Jr.  Who Says Elephants Can't Dance? Leading a Great Enterprise through Dramatic Change.  New York:  HarperCollins, 2002.




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