Mordecai and Rigby clear up a few common misconceptions


Performance Management doesn’t manage performance.

Distance from the work doesn’t provide senior leaders with a strategic view. Distance provides distance.

Signing off reports does not ensure quality.
It ensures they are slightly worse.

Not doing the right thing because “we’ve only have a short time to do it in” always leaves an enormous amount of time to be wrong in.

There’s no such thing as a “robust governance framework“.

Project Management is to projects as Performance Management is to performance.

A briefing-paper that is longer than a front page newspaper article is not a briefing-paper.

There’s no such thing as ‘creative‘, only ‘good‘.

Using reports to find out what is happening is never as effective as using shoes.

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