You really need a consistent & repeatable process that allows you to be on firm ground in the treatment of all employees & to fairly assess performance.
That’s why the basics of the critical leadership work process, Managing Performance matter so much. Though managers and leaders do so much more than is contained in this graphic, much of it will be without impact if these fundamentals are not effectively attended to on a fair and consistent basis.
Most managers/leaders we work with are chasing the current short-term objective, reaching for some quick results, being directed from above.
Yet the most successful leaders, the most highly-spoken of managers are those who have a firm grasp of these six basics. They do more, they’re strong personally, but they also handle the fundamentals. I've seen this in action and benefited from the practice myself.
All the considerable efforts we make toward delivering results, managing change, creating involved work environments, building effective teams, delivering top-notch service, urging innovation and creativity will be for naught without managing the individual performance levels of employees.
So what do you do, where do you start? Try this....
Step 1 of Managing Performance:
Establish Expectations
High achievement always takes place
in the framework of high expectation.
Jack & Gary Kinder
A best practice and the foundation of all performance discussions: Outline the skills, behaviors and performance levels for which people will be held accountable, discuss and develop these with your team members, gain their agreement and you have a basis for evaluating performance and for providing useful feedback.
In identifying expectations, leaders / managers set the tone for their organization. This is an opportunity to:
• Shape the environment: let team members know you see them as individuals, that their work has value to the organization - this also gives them some information about you - it humanizes you, the leader
• "Create a place" where you know people can thrive successfully and where team members know THEY can be successful.
AND…it's just imminently fair to let people know what is expected of them.
Establishing Expectations aligns work efforts for the year, gets all employees pulling in the direction desired.
Take a look at your own practices based on the statements below – determine whether you’re
• Satisfied with your own performance or
• Not Satisfied
Also decide the Importance of each practice to your success and to your team members’ success.
1. I clearly convey expectations for performance.
2. I reach a mutual agreement with each team member on his / her performance expectations.
3. Team members have a clear understanding of how their performance expectations support organizational goals.
4. I put top priority on getting results.
5. I establish high standards of performance for my team members.
6. I provide clear direction and define priorities for team members.
7. I reach agreements with others regarding expectations.
8. I gain commitment from others regarding expectations.
9. I have a well thought out plan for obtaining what I want to get out of my job.
10. I have clear goals for what I want to accomplish in my life.
If you've done a thorough job with Establishing Expectations, you're ready to look at and coach performance - you and your team members have agreed on expectations, now you'll observe what goes on, provide feedback against those expectations you've agreed to and coach performance.
Resources that can help you Establish Expectations
Develop Performance Goals and Standards (online or classroom course)
Essential Skills of Leadership (online or classroom course)
Essential Skills of Communication (online or classroom course)
Work Expectations Profile
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