This candid feedback is usually a positive experience

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a particular area. This candid feedback is usually a positive experience. Good people know their weaknesses and are eager to improve them. 4. Check for cultural fit. Most companies claim to do this, but few are very systematic. We probe work attitudes and career goals through a questionnaire that requires brief but direct answers to open-ended questions. The questionnaire forces candidates to be as specific as possible about hard-to-quantify issues that are addressed only obliquely, if at all, in most evaluation processes. Among the questions are: How is the morale in your company or critical step. The failure mode in our company (and I suspect in most growing companies) is that people overcommit themselves rather than establish unchallenging goals. By 5 p.m. Tuesday, the revised schedule is fed back into the central database. This “two pass” system generates the work program that coordinates the mostly self-imposed activities of every Cypress employee. It allows the organization to be project driven, which helps us emphasize speed and agility, as well as functionally accurate, which works against burnout and failure to execute. On Wednesday morning, our eight vice presidents receive goal printouts for their people and the people below them—another conflict- resolution mechanism. In the early days of the company, until we hit about 100 employees, I read every employee’s goals every week. I knew what every person in the company was doing on a week-to-week basis. That’s not the role of the CEO in a company with more than 1,400 people, so my approach to the goal system has changed. Today my job is to anticipate problems, largely by sorting through the goal system looking for patterns. I use the system as a kind of organizational speedometer that not only tells me how fast we’re traveling but also helps explain what’s holding us back. On Wednesday afternoons at my weekly staff meeting, I review various database reports with my vice presidents. We talk about what’s going wrong and how to help managers who are running into problems. The following No Excuses Management 9 of 28 6/14/2018, 2:27 AM
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department? Why? What do you expect Cypress has to offer you in the way of a work environment that your employer doesn’t offer? What would your boss say is your best attribute? What would the “needs improvement” section of your performance review address? Can you describe your personal experience with a difficult boss, peer, or subordinate? reports typically serve as the basis for discussion: progress with goals on critical projects; percentage of delinquent goals sorted by managers (their goals plus those of their subordinates); percentage of delinquent pending goals that are delinquent for all people reporting up the chain of command to each vice president); all employees without goals (something I do not tolerate); all goals five or more weeks delinquent; and all employees with two or more delinquent goals, sorted by manager.
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