- 818
- 2 095 074
David Burkus
United States
Registrace 13. 01. 2007
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by organizations like Thinkers50, Global Gurus, and LeadersHum. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by organizations like Thinkers50, Global Gurus, and LeadersHum. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
An Alternative to Performance Reviews (Retain Your Team, Don't Grade Them!)
What if I told you, instead of one performance review a year, you should just have 12 smaller ones throughout the year?
Traditional performance reviews are outdated and a lot of companies have ditched them for more informal check-ins. As managers and leaders, it's part of our job to make sure the teams we run and the employees that work for us are set up for success and can grow into their own leadership roles one day. And that process begins with having on-going conversations that stacked and combined into one big review at the end of the year, where stakes are high and nerves are fried.
In this video, I'll get into how performance reviews got to be such a time suck and mental marathon. I'll provide alternatives that lower the stakes and actionable steps for cultivating a culture of career growth that benefits everyone.
00:00 This is what performance reviews feel like...
00:20 The review is the problem, not you.
01:16 Meet Dr. David Burkus
01:44 My bad performance review...
03:05 Why this process actually sucks
05:00 How did performance reviews become so painful?
05:10 Jack Welch/Stack Ranking
07:47 Solution: Have more frequent check-ins and lower the stakes.
08:34 What do the ranking numbers actually mean?
11:45 Will artificial intelligence be able to do all this for me?
12:56 Practical Implications
//DO YOUR BEST WORK EVER
If you liked this video and you want to help your team do their best work ever, check out the free resources we've compiled at davidburkus.com/resources
//ABOUT DAVID
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
A former business school professor, Burkus holds a master’s degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University.
//SPEAKING
Like what you heard? Find more on David's speaking page (and find out about bringing him to your company or event) at davidburkus.com/keynote-speaker/
//CONNECT
+ LinkedIn: www.linkedin.com/in/davidburkus/
+ Twitter: davidburkus
+ Facebook: www.FB.com/DrDavidBurkus
+ Instagram: DavidBurkus
#PerformanceReviews #WorkSmarter #LeadershipDevelopment
Traditional performance reviews are outdated and a lot of companies have ditched them for more informal check-ins. As managers and leaders, it's part of our job to make sure the teams we run and the employees that work for us are set up for success and can grow into their own leadership roles one day. And that process begins with having on-going conversations that stacked and combined into one big review at the end of the year, where stakes are high and nerves are fried.
In this video, I'll get into how performance reviews got to be such a time suck and mental marathon. I'll provide alternatives that lower the stakes and actionable steps for cultivating a culture of career growth that benefits everyone.
00:00 This is what performance reviews feel like...
00:20 The review is the problem, not you.
01:16 Meet Dr. David Burkus
01:44 My bad performance review...
03:05 Why this process actually sucks
05:00 How did performance reviews become so painful?
05:10 Jack Welch/Stack Ranking
07:47 Solution: Have more frequent check-ins and lower the stakes.
08:34 What do the ranking numbers actually mean?
11:45 Will artificial intelligence be able to do all this for me?
12:56 Practical Implications
//DO YOUR BEST WORK EVER
If you liked this video and you want to help your team do their best work ever, check out the free resources we've compiled at davidburkus.com/resources
//ABOUT DAVID
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
A former business school professor, Burkus holds a master’s degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University.
//SPEAKING
Like what you heard? Find more on David's speaking page (and find out about bringing him to your company or event) at davidburkus.com/keynote-speaker/
//CONNECT
+ LinkedIn: www.linkedin.com/in/davidburkus/
+ Twitter: davidburkus
+ Facebook: www.FB.com/DrDavidBurkus
+ Instagram: DavidBurkus
#PerformanceReviews #WorkSmarter #LeadershipDevelopment
zhlédnutí: 570
Video
What is Psychological Safety? | Leadership Keynote Speaker David Burkus on Building Trusting Teams
zhlédnutí 340Před 14 dny
Psychological Safety is a climate on teams where each individual feels it is safe for interpersonal risk-taking. It's a climate of mutual trust and respect. //SPEAKING Like what you heard? Find more on David's speaking page (and find out about bringing him to your company or event) at davidburkus.com/keynote-speaker/ //ABOUT DAVID One of the world’s leading business thinkers, David Burkus’ forw...
Psychological Safety On Teams | Keynote Speaker David Burkus on Building Trusting Teams
zhlédnutí 1,5KPřed 28 dny
Psychological Safety On Teams | Keynote Speaker David Burkus on Building Trusting Teams
The Truth About Employee Engagement Surveys
zhlédnutí 2,2KPřed 2 měsíci
The Truth About Employee Engagement Surveys
The Best Way To Increase Engagement On Your Team
zhlédnutí 460Před 3 měsíci
The Best Way To Increase Engagement On Your Team
How I Build Morale on My Team (Meaning + Impact)
zhlédnutí 3KPřed 3 měsíci
How I Build Morale on My Team (Meaning Impact)
Team in Chaos? Better Understand Your Team as a Manager (and Fast!)
zhlédnutí 2,5KPřed 5 měsíci
Team in Chaos? Better Understand Your Team as a Manager (and Fast!)
Can You Change Culture Without Senior Leadership?
zhlédnutí 860Před 5 měsíci
Can You Change Culture Without Senior Leadership?
Why isn’t my team talking to me? (Hint: Psychological Safety)
zhlédnutí 2,7KPřed 6 měsíci
Why isn’t my team talking to me? (Hint: Psychological Safety)
David Burkus | Leadership Keynote Speaker | 2024
zhlédnutí 1,7KPřed 7 měsíci
David Burkus | Leadership Keynote Speaker | 2024
Building Psychological Safety At Work
zhlédnutí 857Před 8 měsíci
Building Psychological Safety At Work
The Foundation of High Performing Teams
zhlédnutí 1,5KPřed 9 měsíci
The Foundation of High Performing Teams
The Single Best Team Building Exercise
zhlédnutí 6KPřed 9 měsíci
The Single Best Team Building Exercise
How To Lead With Purpose | Leadership Speaker David Burkus
zhlédnutí 293Před 10 měsíci
How To Lead With Purpose | Leadership Speaker David Burkus
There's a spelling mistake on the Bob Sutton quote. FYSA.
Thanks! Good catch. We totally missed it. Sadly, too late to fix
You asked for a comment around a "1"! I'll fess up! Happy to share my story. 😀
Please do. I’m really curious.
@@DavidBurkus As we're already connect on LI, I'll ping you there.
Beautiful example....David 😊
Thanks so much!
This is so helpful. Im a manager and this is good points to use ! Thank you David !
Glad it was helpful!
Got full version of this video @DavidBurkus .....?
Yep. czcams.com/video/rPcSC9-gYE4/video.html
I worked for Varex 12 years ago in SLC (Varian back then). That was a similar upper management situation there.
Sorry to hear that.
Crabs in a bucket
Good analogy.
Thanks a lot, I find your videos really valuable! As a team lead, they are great to reflect your everyday leadership role!
Thanks so much!
@DavidBurkus Got any article / story regarding the same to get more clear & deep understanding of what you summed up in the reel....?
Sure thing. Check out my TEDTalk! www.ted.com/talks/david_burkus_a_simple_way_to_inspire_your_team?trigger=15s
@@DavidBurkus Thanks will look into it....😊
great point 👍
Thanks!
I thought she was going to go with "I carried them through this project and wouldn't trust them to carry me alive."
That works too.
That is. Beautifully petty.
But quite clever.
😂😂😂
Thanks!
❤ thank you
Thank YOU!
This is hard for us Gen Xers. Our parents raised us on "you're being paid to work!"
I get it. But it’s part of what helps bring in the results, which is also what we’re being paid for.
🤜🏻🤛🏻 Trust should be on both sides....
I agree. But if you’re a leader…trust your people first.
someone asked me for gum and it was my last one
That's a hard no.
@@DavidBurkus 😔😔
Facts
You deserve milions views. You are right on spot, great breakdown. This is a comment of a person that runs a team builing company for almost 20 years now and I concur with everything you said.
Thanks so much!
I usually stay up too late playing guitar. I have no interest in playing during the day.
That works, especially if you're working on new things.
❤
Thanks!
Working in the Aerospace manufacturing industry. I’m not surprised I never see any of these surveys. Union shop by the way.
That explains it.
This is the first video of yours that I'm watching after typing in for advice. May 1 is my birthday, so I guess i should order your book. Thanks much.
Thanks so much!
You can extend this idea also to help teach one of your people how to convince you or their argument. Many people might have a good idea and a bad sales pitch, and that can be a very valuable way to mentor, and even better make sure the best ideas and not best sales pitches make it to the final round
Great point.
I agree with you....
I worked for a homeland security lab in NJ, witnessing and experiencing myself abuse of some independently thinking employees by management as well as the abuse of quality and statistical science. After the annual employee surveys at both the homeland security lab and its former aviation organization across the street, managers would hold postmortem meetings to identify low scorers and attempt to intimidate them. Apart from contaminating the survey, the survey itself and managerial "analysis" of the results were also problematic. And, the remedies were designed to fail when the management tried to gaslight staff and redirect attention to trivial mattress, as opposed to taking some accountability for their mismanagement and politicking to reinforce and protect their positions. They were deluded, unwilling to accept responsibility for their own failures, opting for a gaslit interpretation and fun and games fixes. No chance at reform when those who need to reform are controlling and unwilling to break their addictive thinking so damaging to the missions.
As shocking as this is...it's more shocking that it's common in a lot of organizations.
Sadly l came across Team Leaders who think that the team members work for HIM. He use to say " I AM THE BOSS!" all the time. We lost all respect for the guy.
"We" over me applies to leaders too. You can tell a lot about a leader based on if they said people "work for him" versus he "leads a team."
FYI from my experience as an employee, My Philosophy is never ever trust management. I've seen these surveys used against us so I always declined to take these types of surveys if I'm ever asked to fill one out. But hey that's just me.
I know a LOT of leaders who truly do use this survey to help improve their organization. But I also know of a lot of managers who feel these surveys are used to judge their performance and try to manipulate it accordingly.
hence my rule to never trust management... just like never trust HR
Is there a particular number of participants that should be involved in the exercise for the highest impact?
Ideally however large your team is. But a lot of research points to the ideal team size being 6-8 people.
Well this is something interesting to think about... Thx for sharing @DavidBurkus 😊
Thanks!
This was evident in a UK TV show called " Back to the Floor" , ( This was before Undercover Boss). On that show, CEO"s/MD's, were tasked to do menial tasks. All of them said that theu weren't aware on the day to day task that the shop floor workers did in that organisation.
Oh man…that would have been great to watch.
@@DavidBurkus What was best thing about the show was that the CEO's/MD's would go back to the head office and tell the senior board of directors that changes needs to be done within the organisation. Some of CEO's/MD's even stated " I have a better understanding organisation and changes need to put into place" . Majority of times the other board members became "yes men" and totally agree with what the CEO's/MD's stated. On occasions the CEO's/MD's challenges the other board members to go "Back to the Floor", to gain a better grasp of the organisations dynamics.
No regrets!!
Nope.
Hello Have you heard of chanakya Neeti. You talk and idea work in top Multi national companies like Microsoft etc. And non of em would come to my city 😂 Best regards ✨️
Thanks. I have not heard…I’ll check it out.
Interesting point @DavidBurkus Can you make an long form video to get more in depth understanding over this thing......?
Thanks. I first heard the phrase from Bob Sutton: bobsutton.typepad.com/my_weblog/2006/07/strong_opinions.html
@@DavidBurkus Thanks for sharing the article.....! Will go through it now....😊
I walked out of my workplace after serving for 7 years, boss decided to throw my coffee away knowing I just bought it- I got tired of new people with no skills getting more benefits than myself and also the nepotism
Sorry to hear that.
Love it ❤ why does nobody talk about this in our companies?!
They don’t?! So sorry to hear that.
Great stuff. 👍
Thanks!
Sometimes corporate businesses are impossible to work for because they are so rich they lose connection at the lower level. All they are worried about is WallStreet numbers. 5 years ago I was a maintenance guy for Arby's. My owner was a small franchise owner owning about 5 Arby's and he let me fix minor things that's did not require a license. I worked for him for 9 years and then he sold to the Flynn Restaurant Group which owns 30,000 chains, ie Taco bell, Panera bread, Arby's, Planet fitness and more. The regional manager came up to me and said to me that Flynn group does not recognize the maintenance position at the local level, give us your keys and by the way your still an employee, but since your not a manager you do not have any vacation and other benefits either. That shit pissed me off. I refuse to eat at any Fynn group or do business with them to this day.. They had their own maintenance guys who drove from Utah to Northern Idaho (800 miles) just to fix something. I bet the gas cost 500 $ round trip just to fix a wall outlet and a few light ballasts. In the past i would go to Home depot get a light Ballast, 20 bucks go back to Arby's and replace the broken light ballast. Instead this Fynn group decides to spend more money than they needed to. They did not know how good they had it, instead they threw it away ( local maintenance) and opted to spend more money than they needed to. They had their own hvac guys from Utah and all i had was cet electrical certificate. It's like they walked in and said go home we run this show now.
The problem is that companies want workers who will commit themselves and be loyal…..but Ive yet to work for a company that wants to give that back to their employee. They don’t even see us as human. We are numbers, that make numbers so that the higher ups can take more fancy holidays and buy designer bags….while we have 3 roommates in our 30’s because we can’t afford to live.
There are a few but they’re fewer and farer between.
Firing an employee is easy for unskilled work, but if the position is an licensed electrician the employer may take a year to find someone qualified. I would even go as far to say if the position is a senior electrical engineer. It would take 2 years to find someone of that caliber. masters degree in electrical engineer, 5 years experience, c plus , plus, Linux , cad certifications etc... Good luck firing him and replacing him. The employer is better off working with the problem and resolving the issue at hand with the employee. Like i said if you remove the employee the employer might get screwed because i bet there are only less than 1 percent of the job force that chose electrical engineers in all the usa. The rest of the skilled trade are lawyers,doctors,hvac,plumber,framer,electricians,truck drivers. ect...
I think in almost ALL situations the employer is better off trying to work through the problem with employees. But sometimes...you reach a point where more trying just doesn't work.
Great video!
Thanks!
This is a great self-assessment tool. Thanks for the thought provoking insight David!
Thanks so much!
Perfectly said 👍💪👏👏👏👏👏 thank you 🙏🏼
Welcome!
your key word here was "experiences" When a diverse team have experience in the field a project falls under, they will excel, however, if diversity is the only thing brought to the table, a room full of identical faces with related experience will always do better
Agreed.
I think I'm there
Yikes. Sorry to hear that.
Yikes. Sorry to hear that.
You're asking for a boss to actually blame themselves and change or fire themselves. Is the answer always to get another job?
Hopefully, it’s to recognize the bad culture before you join.
very good topic covered well. helped me learn about something very important to me
Thanks so much!
I have never felt like i belonged to any team/group i have worked with. At best i have felt appreciated.
Sorry to hear that.