At The Top Of The List
Because of the widespread wreckage caused by the 2008 financial meltdown and the fact that not one single gov-handout-taking banker fat cat is behind bars, I harbor a deep disdain for financial institutions. Since the impeccably infallible Goldman Sux is high on my turd list, I quickly snatched up Steven Mandis’s “What Happened to Goldman Sachs: An Insider’s Story of Organizational Drift and Its Unintended Consequences” to harden my mental model of the company. One of my favorite passages in the book is:
Before this increased emphasis on quantification and accountability, people were willing to make more time for each other and help think through issues. Bankers didn’t worry about filling out time sheets or taking credit. They worried instead more about giving clients better advice. – Steven Mandis
So, if your org’s so-called leadership starts cranking up the volume on “metrics!“, “accountability!“, and/or “performance management!” in textbook MBA fashion, then beware of what the future holds. It simply broadcasts their knee-jerk cluelessness and utter lack of ideas on how to really improve your borg.