Reviewer Michelle Kaye Malsbury:
Michelle was born in Champaign, IL. Currently, she resides in Asheville, NC
and is in her second year of doctoral studies at Nova Southeastern
University in Ft. Lauderdale with specialization/concentration in
conflict resolution and peace studies. She has over six hundred
articles published on the web and one book published thus far with
many more in the wings. Hobbies include; reading, writing, music, and
playing with her Australian Cattle Dog, Abu.
Author: John Roulet
Publisher: Javelin Publishing
The ideas and philosophies offered in this book, I believe, are critical to organizational success. Each chapter builds on the previous one such that at the end all ingredients are mixed together to achieve the desired results---enhanced performance, better leadership, increased job satisfaction, and greater organizational value.
Author: John Roulet
Publisher: Javelin Publishing
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.
This book is divided 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. (2009) Some of those things are addressed in Chapter 6. Chapter 7 introduces what Mr. Roulet calls GIADA or goal, information, analysis, decision, and action. GIADA does not take into account intuition or feelings which Roulet believes have no place in business. He states that this entire process does not have to take a lot of time in order to be efficient if it is well planned and executed at regular intervals.
Performance appraisals are discussed in Chapter 8. (2009) “Accurately measuring employee job performance is as important to organizational success as measuring financial performance.” (p.68) There are many tips for how best to structure your own performance appraisals and when structured correctly do not take a lot of time to execute. Chapter 9 talks about what value the performance appraisal has for an organization and how to get the best return on that investment per job.
Chapter 10 (2009) offers insight into what supervisors need to provide to their subordinates in order that they can perform at their best. This includes specific skill sets, knowledge, and tools. (Performance essentials, p.81) In Chapter 11 Mr. Roulet tells supervisors how to document performance of their employees by telling them exactly what is expected of them on the job and then monitoring how they work. (p.85) This goes beyond job descriptions.
On page 91 (2009) Mr. Roulet says that “environment drives…performance.” Supervisors need to know how to issue positive reinforcement, negative reinforcement, punishment, and extinction. There are details on how best to analyze performance and problem solve in Chapter 13. “Effective problem solving requires understanding a problem, identifying treatment options, choosing the best treatment option, and acting to resolve that problem.” (p.98-9) Understanding the problem means framing it properly. (p.104) Unresolved problems cost time and money and end up losing value for an organization.
The ideas and philosophies offered in this book, I believe, are critical to organizational success. Each chapter builds on the previous one such that at the end all ingredients are mixed together to achieve the desired results---enhanced performance, better leadership, increased job satisfaction, and greater organizational value. All businesses can grow stronger and smarter by following the leads and implementing the plans provided by Mr. Roulet in The Supervision Solution.