Health Club Management is IHRSA’s European Strategic Media Partner
To quantify performance, you can focus on just three key areas: profitability, retention of existing clients, and attracting new clients
“No CEO can have all the answers, even if that’s the impression they have to convey to customers and
investors. Inside the company, their role is to ask smart questions”
focuses on them: profitability, retention of existing clients, and attracting new clients. “You can talk to (our) people in San Francisco, Sydney or Singapore, and they’ll know what the three KRAs are. All of our incentive plans are designed around our KRAs, and every one of those KRAs is very transparent. Our employees know how we’re doing. And, most importantly, they understand them, whether they’re a senior manager or a file clerk. They know that, ‘If I do this, it helps this KRA in this manner’.”
You stress the importance of ‘adult conversations’ – but speaking openly can be diffi cult, especially if someone’s performance or job seems to be in question. Why are candid conversations so important? A lot of people go out of their way to avoid difficult conversations at work. I’ve avoided my share of them myself. After all, they’re stressful. You don’t know how people are
February 2015 © Cybertrek 2015
going to react. And we’d all rather have pleasant conversations than tough ones. But sweeping issues under the rug doesn’t make them go away, and unaddressed they can fester and lead to even poorer performance. Often, some sort of misunderstanding lies at the heart of the problem, and once you’ve identified and worked through it, people feel energised. The key is just initiating the conversation.
In Quick and Nimble, you also stress the importance of a simple mindset. What exactly does that mean, and how is it helpful to a CEO? The phrase describes the ability to take a lot of information or complicated ideas and boil them down to their essence – transforming complexity into simplicity. Anyone can develop a list of 12 priorities
for the year, but if you have that many, they’re not really priorities. A simple mindset makes it possible for you to say: “Here’s what matters.
Introducing Adam Bryant
Adam Bryant, 52, has held a number of positions at The New York Times in a wide range of capacities – among them business reporter, deputy business editor, deputy national editor, and senior editor for features. However, he’s best known as the creator of the Corner Office, a widely read weekly column about leadership and management issues, which appears in the print and digital editions of The Times. Since the column first appeared in 2009, Bryant has mined insights from more than 350 CEOs, which, in turn, has led to two books: The New York Times bestseller The Corner Office: Indispensable and unexpected lessons from CEOs on how to lead and succeed; and Quick and Nimble: Lessons from leading CEOs on how to create a culture of innovation. In addition to writing The Corner Office, Bryant is a deputy science editor at The Times, overseeing its coverage of the environment and climate change.
Read Health Club Management online at
healthclubmanagement.co.uk/digital 51
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