Fred,
Your example (car salesman's goals) is fine for a 'doer' but irrelevant to
a manager. The higher up an organization one goes, the more subjective
the characteristics one is striving for. They may be difficult to
measure, but abdicating measurement is not an acceptable response. I
agree that careful definition of the qualities we are seeking can help.
However, whether we can define it well or not does not mean we stop
seeking.
Ultimately, a person with values that do not mesh with those of the
organization can be far more damaging than someone who is merely a
non-performer. This is not the same as throwing our everyone who has an
unusual personality. It is difficult to deal with, no question. It must
be dealt with if you intend to provide leadership (a la Kouzes and Posner)
to an organization.
--Rol Fessenden
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>