The Supervision Solution: Manage Performance, Not People

By John Roulet

The Supervision Solution: Manage Performance- Not People is a powerful and practical guide for supervisors. By presenting a practical and systematic method for managing performance. The Supervision... This description may be from another edition of this product.

• Format: Hardcover
• Language: English
• ISBN: 0981683762
• ISBN13: 9780981683768
• Release Date: September 2009
• Publisher: Javelin Publishing
• Length: 148 Pages
• Weight: 1.05 lbs.
• Dimensions: 9.3" x 0.8" x 6.3"

Customer Reviews

A top pick for management

Good leadership isn't easy, it just looks it is. "The Supervision Solution: Manage Performance -- Not People" is a guide for managers who want to lead their company more effectively. Advising managers to push their employees performance by focusing on their jobs instead of the employee themselves. With plenty of advice for more efficient supervising, "The Supervision Solution" is a top pick for management.

The Supervision Solution: Manage Performance-Not People

John Roulet, Author The Supervision Solution: Manage Performance-Not People Javelin Publishing, ISBN 978-0-9816837-6-8 Non-Fiction-business, management, personnel, staffing, supervision 148 pages October 2009 Review for Bookpleasures Reviewer-Michelle Kaye Malsbury, BSBM, MM Review John Roulet is the president of Roulet Performance Systems. Currently he counsels businesses on how to understand and implement his supervisory theories and translate those into practice. His educational background is Organizational Psychology (MA) from Columbia University. For more information about Mr. Roulet please log on to his web site at [...]. This book is divvied up into five sections beginning with what leadership is and is not. Then moves into leadership systems, applied leadership, skills/tools/methods of supervision, and finally definitions and resources for lay persons or supervisors. (2009, TOC) Mr. Roulet says (p.1) that "leadership can be defined and measured." He designates who he believes has been a good leader and why as well as who has done a poor job and why. Some of these examples really hit home for me in understanding his program. Mr. Roulet suggests there are three criteria that can be associated with quality leadership: (2009, p.5) accomplishment, allocation cost-wise for resources, and values adhered to or compromised. An example from his book of best use of the above criteria was Gandhi. (p.6-7) Gandhi's campaign was incredibly successful. "Goals and objectives establish direction. When well structured, they drive great performance." (p.9) Roulet then goes on to describe what should be included in goals and objectives if they are to be accomplished as outlined and serve the purpose of increasing performance. On page 16 (2009) Mr. Roulet says that "management requires balancing achievement with costs." He then defines what is included in costs and moves on to values and how leaders should also respect and honor the values of those that select to follow them. (p.19) Goals are forward looking [paraphrase] and as we move closer to each goal we measure that progress with checkpoints or objectives. (p.21) Therefore plans, whether they are business or personal in orientation, must include both goals and objectives. Organizational systems prescribe and describe performance and attempt to make that predictable. (2009, p.26) Mr. Roulet favors the balanced scorecard as means for leaders to disseminate their vision down between the rank and file employees because it builds and maintains focus. (p.34) Focus is what improves performance and adds value to the organization. "Performance is two things...: behaviors and outcomes." (p.43) What makes the difference between mediocre and good leaders is knowing how to maintain behaviors that produce the best outcomes and add the most value to the organization. (p.44-7) There are many things that can create a chaotic workplace that is not productive and diminishes the value of the organization. (200