When to Stop Investing in Poor Performers

Investing in people to develop and become better performers is important — as long as you are getting a good return on the investment.  But too often I see organizations spending money and management time and attention on weak performers, and not investing much at all in the high performers where a good return is practically guaranteed.  Yes, you want to make sure that you’ve given individuals a good chance to turn-around weak performance, but you need to set a reasonable time period during which they must show measurable improvement in accountability.  After that, if they haven’t shown sufficient improvement, you need to find someone else.

How much are you investing in weak performers vs high performers?
Are you satisfied with the return?

Copyright 2017  Bob Legge


Bob Legge has an unmatched ability to help clients achieve competitive advantage, leaving competitors in their dust.  He has worked with companies across industries and geographies to align critical elements, dominate their markets, and achieve dramatic results, such as 600% revenue increase in three years.  Personally, he enjoys sailing where both his strategic abilities and tactical skills help him see interesting places while having a fabulous time with friends and family. .

Contact him at:   bob.legge@leggecompany.com.

How to Get Your Organization On the Same Page

This newsletter is entitled “On the Same Page.”  It  can refer to many things including an orchestra whose members are following the score, or the dramatis personae of a play, all of whom are on the same script page.  Nearly every day I see organizations where people are not on the same page — not in agreement, not working collaboratively toward a common goal.  Yet it is a primary accountability of leadership.

When the senior team is on the same page, organizations have clear direction and purpose.  When entire organizations are on the same page, it creates an enormous competitive advantage, one that is extremely difficult for others to replicate.  It is today, the key to a high-performing organization.

An orchestra conductor’s job is first to assemble the right talent, get everyone on the same page, and then develop an extraordinary sound that comes from everyone being in the moment and playing their best.

To get everyone on the same page, and to keep them on the same page, the primary focus needs to be  on effective leadership, a clear purpose and goals, the right talent, and an organization that is sharply-focused on the strategy.

© Copyright 2015  Bob Legge


Bob Legge provides organizations with the ability to exceed their most ambitious goals.  I work with leaders of Fortune 500 companies, small and mid-size companies, nonprofits, education, and government. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.  Contact him at  bob.legge@leggecompany.com

The #1 Problem in Leadership Development

It’s the fallacy that if someone understands the theory, or the practice, or simply what to do, that he or she will do it. We see it all the time: People go off to seminars on how to be more effective as leaders, and yet when they return to work, their behavior does not change. The instructor may be entertaining, the subject interesting, the theory intriguing, and the practical steps very clear, but it takes more than knowing what to do to get behavior change.

The key is to tap into a person’s rational self-interest. It’s what effective coaching is all about. And it takes insight, feedback and accountability. It’s why unacceptable behavior so often goes unchanged even after a bad performance review, or a leadership development seminar.

What Leaders Can Learn From Starlings and Fish

Over the weekend I witnessed an enormous flock of starlings in an undulating swarm constantly changing direction and formation but always maintaining their speed and close formation.  It reminded me of a key challenge for leaders today:  How to get an organization to adapt and move together with the changing environment.  Of course entrenched bureaucracies and change-resistant cultures make this particularly difficult, but even leaders of smaller companies of 100-500 employees in fast-moving technological or highly competitive industries find such adaptability difficult.
We’ve all seen flocks of birds and schools of fish instantly change directions together.  Scientists have found that these groups are responding not to leaders, but to the environment and especially to each other using a few simple rules such as collision avoidance, velocity matching,  and cohesion.
So what can we learn for increasing the speed and adaptability of business organizations?  The key is to focus on just a few simple rules of adaptability rather than a complex set of policies and instuctions.
I’ll provide more in my monthly email this week, but in the meantime, you might want to take a look at this amazing three-minute video showing masses of starlings performing phenomenal agility and mass change.  Click here for the video


What is Strategy Implementation?

Most strategies fail to achieve their objectives. The problem is rarely the strategy and usually a weak implementation. Successful implementation requires far more than an action plan, t-shirts, and coffee mugs. Here’s what it takes to successfully launch a strategy.

See all my videos at my YouTube Channel:  http://bit.ly/1mGfyUY

Bob Legge works with companies to improve individual and organizational performance. His clients have included Fortune 500 companies, mid-size companies, non-profits, education and government. To find out more, contact Bob at boblegge@boblegge.com or call him at (585) 305-7853. Bob’s website is www.boblegge.com.

Leading Change & Keeping Everyone On-Board — Navigating Corporate Change

In business strategy, navigating change is of paramount importance. Every strategic plan requires changes in how the organization must perform, and no strategy is implemented without further change along the way. It is imperative then that the leader be able to anticipate and lead change whenever it is appropriate. In this video, Bob compares the regular changes required for a sailboat to make progress, and how the skipper leads those changes to alert the crew of upcoming change and then decisively take the action needed to successfully make the change happen.

See all eight segments at my YouTube Channel:  http://bit.ly/1mGfyUY

Bob Legge works with companies to improve individual and organizational performance. His clients have included Fortune 500 companies, mid-size companies, non-profits, education and government. To find out more, contact Bob at boblegge@boblegge.com or call him at (585) 305-7853. Bob’s website is www.boblegge.com.

Shifting responsibility from skipper to crew

The new America’s Cup boats are high-tech catamarans that can exceed 40mph.  The action is so fast and the crew needs to be so responsive and precise the skipper no longer gives commands – the crew must learn their roles and be in the moment,  acting with split-second precision. 

Google’s culture eschews hierarchical power where managers are obeyed simply because of their positions.  Instead, power over subordinates comes from the quality of ideas and ability to persuade.

I know of a suburban town government where an entire layer of first line supervision has disappeared.

This is a trend – where managers who give orders are replaced by employees who make decisions and take action. It creates cultures that many find difficult to acclimate to, but I also have witnesses more and more people who find the traditional command and control culture even more difficult to accept.