Posts tagged performance management

Setting Expectations – How Far?

Jan24
2012 Leave a Comment Written by Steve

The other day, I asked a group of “new” managers, “what is the basic thing or task that you need to do for your employees?” The overwhelming favorite was setting expectations. Why is that? It is almost always the first thing that is taught to managers. You have to provide direction to your employees and the best way to do that is setting goals and expectations. They seemed to listen to that lesson well… What if you were to take it a look at expectations a bit further? Would you see the minimum set needed to be successful? How high of expectations do you give? We all have employees that go much further than the stated expectations. Those could be your raising stars. Do you set higher expectations for them? Do you tell them those expectations? If so, do you tell the other employees as well?  Draws out that do you provide a sliding scale of expectations?

For me, those questions are tough to answer. Why? Couple of things come to mind right off the top. First, when you lay everything out in a nice neat package, you may lose the creativity of those high performing stars on your team. They will not have the freedom to stretch on their own. I have worked in two types of rewards systems. Merit systems would struggle with setting up the higher expectations and having everyone or almost everyone meet those expectations you have set out. You would be basically telling the team here are the expectations, but at the end of year we will not be able to reward all the same. The other was a flat time in grade system. This system sets you have to be in grade for a minimum timeframe before promotion. Depending on where you fall is more important than what you have done (for the most part). As an employee, I wanted to know how I could move up and be extremely successful. Almost all of the employees I have managed wanted the same.

From experience,  I have had managers that have communicated the exceeding expectations set and others that would not. For those that would not, I would simply ask, “Describe what that may look like?” The answers were all over the place. I did get what was felt an honest answer, “I’ll know it when I see it.” When you stop and really think about that you have two simple thoughts. The manager has not clue would probably be the first thing that pops in… Think some. I took it as if I truly want to be a high performer, I have the door open as to what that means. I can do whatever I think is right (of course, within some set of rules) and make it happen. Stand out and be seen! Raising my value (to myself, my team and organization).

What would you do? Those “new” managers really struggled with this question. From the experienced crowd – what would you really do

Photo from: Copyright (c) 123RF Stock Photos

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Leadership Lessons from College Football

Nov11
2011 1 Comment Written by Steve

Over the past few years, we all have read the disturbing news about college football programs in the middle of a scandals. The latest one is Penn State. I never want to kick a person when they are down or perceived to be down. That is not my style. What kicked off this scandal is the worst thing imaginable. I have coached youth sports for most of my adult life and when I hear what happened, it make my stomach turn. Just terrible! I hope that the alleged victim’s get all of the help they need to get over these horrific acts. My intention is not to look at each set of scandals and place blame or point a finger at people. If we learn nothing from what has happened over the past 5 years, we should learn to how to handle leadership within the programs that most of America watches with a passion.

Here are some things that I believe that should be considered:

  • Setting up very discreet reviewed time limits. Most programs or employees have yearly review of performance. I think within that particular review the overall review should not just be able wins, loses and where did you end up within the BCS ranking. It is time to really demonstrate leadership… Develop a package that is about graduation rates, GPA for student athletes, social and moral code of conduct and really focus on life learning. It is all about accountability for everything a program should stand for. These reviews should be tough and really focused.  Stand up and celebrate your successes.. Work on those items that missed the mark.
  • Succession planning. It is time to make sure that within every program there is a real and developed succession plan. Setting up your program and keeping it for the long haul is really how well the program develops the talent that they have and attract. In this day and age, with coaches moving to head coaching positions all over, succession planning could be a difficult task. If you have the right people and take care of them, they will stay. If not, than they will take the lessons learned and apply those to another institution. Which if done right, just means another great program will start up. Everyone wins…
  • Hold everyone (up and down the organization) accountable for the overall organization! For college football, that is being accountable to the university and what the code the university stands for. The football team (players and coaches) are not the university, but need to be a reflection of the university.

It amazes me how many coaches have written books about leadership and then we watch them fall from their soapbox. Ever leader has to take a look deep into themselves and be proud of every aspect of their actions. From all indications, coach Wooden was spot on in his teachings and actions. That is one example that I have modeled my coaching after. Don’t get me wrong there are lots of fine examples out there. Some really recent coaches that are doing the right things, right. I just hope that they can keep their course and not let someone or something distract them from complete success.

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Rough Times – Leaders Needed More Than Ever

Aug08
2011 Leave a Comment Written by Steve

What are rough times? For me, those were the times when in the corporate world everything was taking a downward spiral. Layoffs, cost cutting, restructuring and pretty much an upheaval of what was known as the norm. Are these times extremely difficult? Of course. Are there some positives to look at as well? Yes. Difficult and rough times are the times that leaders need to step up and really do some work. Turning those bad times into times that set a foundation for the future. This post is one that I want to focus my energy on that foundation… Give some tips and experience from what I have learned going into rough times…

How do you keep your folks motivated and working on what needs to be done? There have been many studies out there that say during rough times about 1/3 of the employees are engaged, 1/3 are looking for that next opportunity and the last 1/3 are not engaged. When you look at it from that standpoint, the simple facts are the engaged folks are staying for what they are doing, the disengaged folks are staying for what they get. Bottomline: when times do really turn around employees will be moving. We all know that the ones that you will probably lose will not be the ones you want to leave.

So, what should you do to really get everyone engaged in rough times? Keeping them motivated is definitely a challenge. Keeping them focused with all the uncertainty around them is difficult. Here are some of the things that I have experienced and shared over my time in those rough periods.

  • Communication - is definitely more important that ever. Maybe a better term would be to over-communicate. Being upfront and honest with your employees is critical. Think of the rumor mill or grapevine – during rough times it seems there is something need added every hour. You as the leader, need to address the fear! How do you do that – with open, honest and transparent communication.
  • Building relationship – taking that time to sit down with each employee and ask them what is on their mind. Find out where they are in the engaged, looking or disengaged category. Setting up regular 1:1 communications to address work, fears and concerns. Keeping them focused on the bigger picture, but not losing sight on their individual small pieces that make up the big picture.
  • Decision-making – insure that you, as the leader, are including everyone on the team in the decisions. Even to the point, of insuring that the lowest level are making those decisions that they should make. Rough times make it easy to have the decisions move up the ladder. Make a point, not to do that. Keep decisions where they should be.
  • Recognition - for the work that is getting done, especially in rough times. Many of the cuts and layoffs have passed the work of many to just a few… Take the time to come up with low cost “new” recognition for your team. People like to be rewarded for their hard work and efforts.
  • Check yourself – anyway you look at it, rough times can bring out the best and worst in people. Even yourself. Listen to yourself when in a critical or difficult situation. Are you acting yourself? If you are not right, you definitely will be demonstrating that to your employees.

Simple Reminder: For rough times (or not) – LISTENING, EMPATHIZE and CARING – you really can’t go wrong.


Posted in Leadership, New To Management - Tagged , , , , , , , ,

My Manager Musts

Apr06
2011 Leave a Comment Written by Steve

Over the years, I have learned some important things to do and not to do. Managing people has been a learning experience. When I was a new manager, almost every situation I encountered was new. I stumbled through them sometimes, but I can safely say, I learned something from each situation. Some of my managers were good sources of my experiences. Some of them offered the “don’t do this” variety, but those are key lessons to take with me. So, what are the major things I have learned in all these years of managing people? What have I shared with other managers? I have written on almost all of them (see hyperlinks). Here are the things that I have in my toolbox of managing people:

  • Your job is to remove roadblocks for your staff. This is one key that many managers forget. What do you really offer your staff that they can not get on their own? Roadblock remover! Sometimes the manager gets in the way. If that is true, get moving.
  • Set expectations. Giving your staff the opportunity to help set expectations is very powerful. Giving them the end point, gives them vision into what needs to be done. Don’t tell them how to do it. See the first one…
  • Empower them. I know this one is a lot of lip service. Truly empower them is giving them the authority, confidence and the space to get the job done. Sounds easy… Make it happen, you will be rewarded more from your staff with this one.
  • Never give someone a task, you wouldn’t do. Let’s face it sometimes there are crappy tasks that need to be done.. Don’t be afraid to say that, “I know this is a crappy task. I am sorry, but I really need you to get it done.” Helps..
  • Problems occur, address them ASAP. In a previous post, I wrote about conflict. Well, those problems don’t usually go away. Stand up and acknowledge there is a problem. Respectfully address it.
  • Praise in public. Critique in private. If you must critique, make sure that it is about the professional part of the job. Stay away from the personal. Everything must tie to what is happening back on the job. Your behavior in this situation caused this to be missed, that to slipped or whatever happened  in their job. Setting the stage is critical.
  • Let them speak (or vent). Give them the opportunity to let of some steam if necessary. Listen, you could hear something that is going on, that you were unaware of. Too many times, I have heard a managers voice and not my own. Those don’t work well.
  • Respect their time. I had a manager that was late to everything. His time management was terrible. For me, I felt that my time was not important. My time and their time is important!
  • Don’t be afraid to say, “I don’t know.” I don’t know everything.. The worse thing you could do is make something up. A simple, “I don’t know, but let me find out” works best.
  • No surprises. Don’t blindside your staff members. A performance appraisal should not be the first time someone hears there is a problem. You should be communicating all the time. Here is more deeper thoughts in this area.
  • Never micromanage. Again, another past post of mine. For me, micromanaging is the worst behavior any manager can do. Give your people room to work!
  • Finding the “right” people to work in your team. Your team is key to your success. Finding the right people to work together is critical. Sometimes the person with the most experience is not the best fit for the job
  • Mistakes happen, just not the same mistake over and over. No one is perfect, so when a mistake happens, learn from it and don’t let it happen again. I always use the first one is on me… Have a positive outlook and control
  • Blame is useless. I have had managers that are looking for the “who” to blame. I would rather find out what happened and make sure that it doesn’t happen again. See the above one.
  • You set the example of your staff to follow. Your staff is a mirror of yourself. You don’t like what you see, then you change.
  • You are nothing without them. It is a funny thing, when you go on vacation or are out sick, the work gets done… If you staff is all out on vacation or sick – nothing gets done.

There probably are more to add.. Everyday as a manager is a learning experience. Take this list, use what you want and add some of your own. Either way, your staff will appreciate it.

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New Managers – Where to Focus?

Apr04
2011 Leave a Comment Written by Steve

I read a survey the other day that just hit home with me! It was CareerBuilder’s survey that says 26% of managers feel untrained in their new position. Am I surprised? Maybe a little. Why? I wonder if the sample size really reflects the true percentage. I would think it maybe higher… I have to think back to my days as a new manager or supervisor (that is how long ago it was for me). We had no formal training program. See if this sounds familiar with anyone. I spent my time working during my shift - getting to know my people, helping to make sure that we were meeting expectations and learning the culture of the organization. I was spending my free time reading how to be a good manager from books and magazines. Today, I bet many new managers are using the Internet to get their additional information to get them up to speed. Look at all of the blogs and material that is out there…

So, what are the areas that new managers are struggling with? From the survey:

  • Dealing with issues between co-workers on my team – 25%. I have written about that one already, in fact the titel was New Managers -Learn this one Early! - see more here!
  • Motivating team members – 22%. Read more here!
  • Performance reviews – 15%. Read more here!
  • Finding the resources needed for the team – 15%. Read more here!
  • Creating career path for my team – 12%. Read more here!

I was lucky enough my last year of working at Intel, to spend it training new managers. I can definitely say that this list is pretty spot on with all of the topics that the new managers brought up during the training. What I was happy about, was that I got to share my experiences to over 200 new managers. I am no longer working at Intel, but I still get an email a week from students with questions. New managers are looking to do well, but just need to have the tools to help them.

Are you a new manager? Are these familiar? I hope that my information is valuable to you!

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Effective One on One Communications

Feb14
2011 Leave a Comment Written by Steve

After 20+ years of managing and working in corporate America, no one will argue that communicating with your direct reports is not important. One on One communications is the life blood of coaching, mentoring and developing the boss/employee relationship. Why is it, that many managers fail at this? Or employee’s just don’t want them? Could it be that the sessions are just not effective? Over those 20+ years, I hate to think how many of those one on one’s I have led or attended as the direct report. I do know I have had some great, good and terrible one’s.

Here are my very simple steps to making sure that these sessions are effective:

Agenda’s set in advance: Normally the one on one was the employee’s meeting (in my last employer) and they had to have an agenda. I have found that agenda’s are the first critical step. Know what is going to be discussed sets up the meeting in the right way. Some of the worst one on one’s were those that had no agenda. One point that I would make is, the agenda needs to be sent to the manager at least 24 hours in advance. This way, the manager has time to prepare.

Be prepared: Both the employee and manager need to be prepared! Prepared to discuss what is on the agenda without holding back. When the discussion is guarded, no one wins. Having the agenda ahead of time, helps the manager to be prepared to discuss in more detail. Being put on the spot sometimes can be damaging to the relationship. The one explain that really used to get me fired up as an employee was… My question would be something like, “how is my performance to date?”  The answer back, “keep doing what you are doing.” Two things come to mind… First, my agenda was probably not looked at ahead of time because the manager was not prepared… Or worse, this manager has no idea what I am doing – I have basically been goofing off the past month…

Set up meeting frequency regularly: Maybe it is me, but having a regular cadence and basic discussion topics insures successful discussions during the one on ones. Basic discussion topics are overall performance, professional development, help needed, coaching and general discussions. Not every topic can be accomplished every time.. Set up the meetings in the right cadence (every 2 weeks maybe) and have certain basic topics preset..

Listen: Better yet, effective listening… Make sure that this meeting is really about your direct report. This is one of those critical times where you as the manager get to really learn and help develop the employee/manager relationship. Listening helps you learn!

Follow-up: Sometimes the one on one will be so successful that the employee and manager may have some stuff that needs to get done outside of the session. Don’t forget to follow-up! Successful sessions get people excited and really to take on whatever is in front of them. Forgetting to follow-up, just demonstrates the words were just that words… Actions speak much louder!

Sounds simple, it truly is.

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Developing Your People

Nov16
2010 Leave a Comment Written by Steve

New to Management Series – Part 4..

The last part of being a new manager is something that does not come natural to most people. Developing your people is something that is critical. How you are developing your people will go a long way to how those very people will remember you as a manager. There are two basic steps that must be address when you are developing your people – feedback and coaching.

Look we have been learning our people, we have mutually agreed upon expectations and we have been monitoring their work – the next step is providing feedback. When I look back upon my days of working for managers, the ones that I feel have helped me the most have provided me meaningful feedback. The key there is meaningful. As a manager, you will need to really think about what is the message that you are trying to delivery, how best to deliver it and how was it received. Take the time to develop your style in providing meaningful feedback. Watch out for these pitfalls:

  • BUT Sandwich – mixed messages! See the post from yesterday. Keep praise separate from constructive feedback.
  • Miss or incorrect information. Make sure that you have enough details to point out what is going on.
  • No documentation.. Write up the discussions and the new commitments.

True developing of your people is focused on their career development. How do you best accomplish this? Coaching! Some may think that this is what feedback is for, I beg to differ. Feedback may start a coaching opportunity – because it is a two way conversation. It helps by providing you some examples of opportunities for longer term growth. I look at most feedback to be tactical and short term in nature.

The coaching model I like to use is very simple:

  • Starting off with Inquire and Listen. Listen is an art in and of itself. Inquire about their challenges, what they want to accomplish longer term. Inquire about their perspective! You must listen.. This really builds the relationship.
  • Next up, Discuss and Understand. Active listen will lead you to convey that you understand their challenges or goals. You get to offer your assessment as the manager (could be a new perspective). As the manager, you need to check to ensure your people understand your perspective. Working together to really establish that two way trust.
  • Time to Act and Collaborate. All the discuss should lead to a jointly defined best course of action. As the manager you want to make sure that everything is clear (using SMART goals) and provide encouragement and support. If all is working together – then generating results should be seen.

Key Tip: Feedback is needed for immediate performance for both positive and constructive (never mix the two together). Coaching and career development conversations develop longer term capability. Coaching leaves a very lasting impression on your people.

Posted in New To Management, Observations - Tagged , , , ,

Monitoring Work

Nov12
2010 Leave a Comment Written by Steve

Part 3 of the Mini-Series: “New to Management” We have talked about knowing your people, which helps you to set better expectations. Now we are going to focus on monitoring work of your people.

Let’s take the example of you have an expectation that you will be traveling by car from Phoenix, Arizona to New York City in 4 days to present to a conference on December 4th. A SMART goal? I think so. We all know that you need to have a map to make this happen. You can plan out your course and off you go. Let’s say you give that expectation to 3 different people. Would they choose the same route? Probably not. Like our day jobs, each person may have a different way of getting to the end result – what matters is the end result. We are going to focus on monitoring work towards the end result. Back to our example – there are many ways to track progress to end result. Highlight the map as you end the day.. Revisit your path and calculate each days needs. For you people they can do the same thing and phone in where they are to you. You can then track progress.

Monitoring work is extremely important. Since I have had manager roles in various business units – some roles have some really well defined monitoring tools. As a manager in a high volume manufacturing facility, you can bet that there will be plenty of ways to take how the shift is doing towards theoretical and the weekly output goals. There never is a question there. Other manager roles are a bit different. There “tools” available to you may not be as easy. You may have to get creative. Here are some of the examples I use to keep a eye on monitoring work.

  • Using the template for the SMART goals, I review those with my people monthly to track their overall progress toward the end result. Treat this one like performance against their schedule.
  • Weekly review meetings – that are short and sweet. 8 people can do a 15 minute review. 90 secs to go over what was completed last week, what is up on the work schedule this week and any help needed. We follow this up with everyone writing them in our workspace.
  • Our projects are tracked in a database – so, I have some basic reports to get in front of me on performance against task schedules, project manager confidence and so on.

The key only thing that you monitor is that beside you, your people have access to the information real time. Having them track their own progress is a point not to miss. Most people do not want to fail. Giving them the tools to monitor their own performance will insure that they do not.

As a new manager, there are some pitfalls to watch out for:

  • If you were a member of the team before becoming the manager, you have to watch out for the your preconceived understanding of the person’s performance. Watch out for when he was my teammate he never completed stuff on-time. He will be late now.
  • Mistaking activity for accomplishment. Make sure that you focus on the end result. Not all the stops along the way. The simple question – where are we to completion?
  • Incomplete information which causes you to make assumptions. Insure that you have the facts, listen and react properly.

Key Tip: Monitoring work should be both the employee and managers role. Having regular discussions on overall performance towards the end result should be the focus. Not everyone is going to take the same route to the end result, the route should not matter. Monitoring the progress to the end result – should.

Posted in New To Management, Observations - Tagged , ,

When To Give Up On A Person

Nov02
2010 Leave a Comment Written by Steve
Randy Moss Trade
Image by DavidErickson via Flickr

I have been thinking about this one for quite sometime, just did not have that big tie in till yesterday. With the waiving of pro-bowl wide receiver, Randy Moss - I know have that fine example. Love him or hate him, that is not the question. What is the focal point, is looking at the overall situation – as a manager when do you give up on a person?

You have an employee that has been a good to super star – and back again. They bring talent and some definite unique skills to the table, but they have some challenges. I guess that is probably the easiest way to describe Randy Moss.  Look at his track record over time – been on top, been in the middle and this year has been a struggle. This is probably not fall from some of the employees that you manage today. Moments of greatness, moments of acceptable performance and maybe touches of needing some performance coaching.

Randy Moss getting waived the other day was big sports news. The debates will roar on for weeks to come. I don’t want to be just one more person in that mix. I want to focus on the above situation and how I would handle an employee that has demonstrated greatness sometimes and right now is in a low point. Seems to me that as a ball player, Randy still has plenty to offer. Much like your employee.

Performance Feedback and Coaching: These are two very different items. Both share a common goal and that is to improve results and higher engagement.

Performance feedback comes in two forms, positive and constructive. Everyone enjoys hearing praise and recognition for a job well done. When the job is not well done, well, constructive feedback of a redirect or reprimand is necessary. As managers and leaders this is sometimes difficult. When this becomes difficult, some leaders do not provide feedback either way – which is worse than some failed attempts on feedback. I wonder, was Randy Moss getting feedback? Never mind – have you provided feedback to your employees?

  • Feedback needs to be SPIFI – Specific to the performance, Pure so that you don’t mix messages, Immediately after behavior has taken place, Frequently provided, Irregularly offered.

The purposes of coaching is to expand the perspective of the employee and support them in developing greater competence and commitment. Coaching can start with feedback which enables expanding the perspective. This is a longer process that requires commitment from both sides. Coaching needs the following

  • Inquire/Listen – Laying the foundation of what is happening and needed.
  • Discuss/Understand – working on the plan of action.
  • Act/Collaborate – getting to the desired results.

Going back to an employee that has demonstrated greatness, makes your team better and has unique skills – are you ready to just give up? With sports – it is easy to say that short term results are important – as without wins – you have nothing. Within the work environment, we have laws and company rules that need to be followed – which don’t let us act as fast as the Randy Moss situation. As a manager or leader – you get your results done through people… Isn’t it best to be helping those people do and be commitment to do their best – in your best interest? I think so. Especially those that have demonstrated greatness sometime in their career. Find out what it was that enabled them to be great – and help the employee get there again.

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What – No Personal Responsibility?

Apr27
2010 1 Comment Written by Steve

There is something happening more and more today that just has got me fired up, the lack of personal accountability or responsibility. I don’t know if I am more sensitive to it or just that the frequency of the occurrences have increased. Either way, I am sick and tired of witnessing this. How about you? Nothing makes me more frustrated to listen to someone blame another person for their lack of attention to detail. I actually heard this one, “it was not my fault, so and so, did not do what I told them to do, so they are to blame.”  I then had to understand better the complete picture. Asking more questions, spending more time and then getting to solution space to get results, lots of effort. I used to get this on all the time when my kids were growing up. You know the one where you asked who did something. The answer you always got was, “not me.” That invisible additional child you did not know you had. Well, now “not me” is in the workplace. I really don’t like him.

What would make people not want to stand up and take responsibility for their actions?

  • Afraid of the perception that they don’t know what they are doing. I don’t know about you, but this one really makes them look incompetent.
  • Afraid of the consequences. Fear does wonderful things, usually not in a good way.
  • Never had to take responsibility ever, so why start now. This one, is starting to really come out loud and clear to me. As the workforce is changing – this lack of responsibility is a fundamental building block on solid work ethic.

How do we change this behavior? For me, there is one key to turning it around. It all starts with one person, yourself. Demonstrate exactly what behavior you are looking for. Take personal responsibility to your actions. When you make a mistake, stand up and be counted. Demonstrated by say, “I made a mistake, I will do XXXX better next time.” This will let the folks in the team know that you are human and willing to admit that you messed up and how you plan on fixing that mistake in the future. Next up, I would make insure that the work environment is set up for folks to admit to mistakes without fear or perception issues popping up. When people feel that they are open to say what they need to say, they usually will do so. Lastly, when someone opens up and admits it, go ahead and thank them for their honesty. Seems like a strange thing to do, thanking someone for admitting a mistake, but when the team sees this behavior, they will understand that the environment is a safe place. This does not mean that the slate is wiped clean of the actions. Work has to get done and quickly, but what happens is everyone can get on with producing results, rather than wasting time “getting to the bottom of what happened.” I have never seen a person get fired for standing up when they have made a mistake and take ownership to insure that it does not happen again. Have you?

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