SteveBellNow » performance management

Setting Expectations – How Far?

Steve — Tue, 24 Jan 2012 15:04:46 +0000

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

Leadership Lessons from College Football

Steve — Fri, 11 Nov 2011 15:27:11 +0000

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.

Rough Times – Leaders Needed More Than Ever

Steve — Mon, 08 Aug 2011 20:09:20 +0000

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.

My Manager Musts

Steve — Wed, 06 Apr 2011 15:00:54 +0000

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.

New Managers – Learn This One Early(stevebellnow.com)
Keys to Empowering Your Staff (stevebellnow.com)

New Managers – Where to Focus?

Steve — Mon, 04 Apr 2011 15:56:03 +0000

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!

New Managers – Learn This One Early(stevebellnow.com)
Did you receive management training? No? You’re not alone.(budtoboss.wordpress.com)