Managing
For Success
If you fail to monitor
and manage the financial resources of your business, you lose money.
The same is true for the
human resources of your business. If performance is not effectively
monitored, managed and coached, the business could lose employee performance
and productivity.
High performers want to
know how they are doing. They like to achieve goals. Effective managers
are like a good coach. They help direct the energy and efforts of
their employees through constant communication and feedback. Effective
managers want their employees to grow and succeed, and they take the
time to implement strategies to help employees become successful.
Strategies for managing
for successful employee performance include:
- Clarify the expectations
of the job. Not only what is expected (as outlined in the job description)
but also how well the responsibilities and tasks are to be performed
(called performance standards).
- Monitor the growth and
progress of employees. Assess areas where improvements could be
made and, together with the employee, develop goals to achieve improved
performance.
- Educate and train employees.
Learning new skills and having the opportunity to apply them motivates
employees. An employee that is interested in learning and growing
is an invaluable asset to your business.
- Plan time for evaluations
on employee progress. Appraisals should not be dreaded, defensive
encounters. Open communication, and a genuine interest in helping
the employee improve, can make job evaluations a positive, growing
experience for the employee and the manager.
The Most Important Strategy
For Success
The three most important
management strategies for employee success are:
1. Communication
2. Communication
3. Communication
Give feedback as often
as possible. Let employees know when they have done a good job. Congratulate
their efforts to learn and stretch their capacities. When employees
get specific feedback regarding their positive actions and behaviors,
they will repeat those actions and behaviors. Champions win races
by making continual split-second improvements. Recognize champion
behavior as the important asset it is. Congratulating small wins along
the way builds champions.
Let employees know if their
performance is slipping. Analyze the causes for performance problems
and find solutions. Be clear and honest about what is wrong and how
it can be improved. Don't wait until performance problems become chronic.
By then it may be too late to correct the situation. A goodcoach does
not wait until the end of the season to let a player know that they
are not performing up to expectation. Remember, your success as a
manager, like the success of a coach, is measured by the performance
of the team.
A footnote about employee
attitudes
Some employees can be very
skilled, very capable of completing tasks and responsibilities, but
their attitude is detrimental to the business and the performance
of others. Don't be fooled. Employees who makes it difficult for others
to perform, or who treat customers inappropriately, are not an asset
to the team regardless of their performance in other areas.
When you evaluate employees
consider their attitude toward the business and their work. Consider
how that attitude affects others at the business. High performance
teams require team members who are encouraging and cooperative, who
keep promises, who are open, who respect ideas and contributions of
others. Customers will judge the credibility of your business by the
attitude of your employees. No one is in a "good mood" all the time,
but professionalism demands a certain amount of self-control to maintain
consistent, positive behavior. High performers understand the importance
of building and maintaining relationships with others built on trust
and credibility.
The best first step to
coaching and managing positive attitudes is to lead by example. Treat
employees with respect. Make an effort to build good relationships
with your employees and customers. Most employees will follow your
lead.
When Your Best Coaching
Is Not Enough
The challenge of managing
others is that there is no guarantee. Your best of efforts to give
feedback, set goals, encourage positive performance, may not work.
If an employee does not have the ability to perform effectively, or
if they simply refuse to try, your best option, for both the employee
and the business, may be to terminate employment.
Document all progress or
lack of progress in performance. Communicate openly with the employee
the consequences of not making progress or of refusing to make an
effort to improve. Give the employee an opportunity to improve, by
developing action plans with deadlines for improvement. Encourage
their efforts Offer education and training. Expect the best of them.
If they still do not improve in performing the tasks and responsibilities
needed by the business, terminate the employee. It is not compassionate
to allow an employee to drift into nonperformance. It is a poor business
investment to keep an employee on the payroll that is not contributing
to the success of the business.
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