Do you have the Right People in the Right Jobs?

Do you have the Right People in the Right Jobs?

Last week I had similar conversations with owners at two very different businesses. I asked them:

“Do you have Right People… in the Right Job?” 

If you have been in business for a few years, you start to realize that getting new customers isn’t the challenging,
getting “good people” who want to take care of your customers is far more challenging!

Before I tell you how to build a great team…

Let me ask you, “How many A- Players do you have?” 
[Those that go above and beyond your expectations, are trusted, accountable and a good team player, open to feedback, eager to learn….]

If you have more than 25% A-Players, congratulations, you are in an elite group of small businesses! This is the foundation to build the rest of your team.

But until you get to +75% A Players, you don’t have the foundation in place to grow your revenue, profits, and customer
base without overwork and overwhelm.

When you don’t have the Right People: 

Without a team of A Players, you are captive in your business, involved in daily activities, fire-fighting, and are the only one who drives results. You may feel hostage to the low performer or toxic employee, for fear they will make trouble or quit and leave you hanging. You worry that things are falling through the cracks, you chase people down to find out if something was done, and you get interrupted all day long with questions and “checking” routine decisions. You feel like you can’t leave for more than a few days, and you pay for it when you go on vacation.

When you have the Right People, sometimes they are not all in the Right Jobs: 

Perhaps you have promoted a good employee to a new role, but she is struggling adapting to the new demands. You hired a new employee who seemed like a perfect fit, but he is not working out as expected. “Old-timers” are slow to adopt new ways of doing things and resist changes you want to make. You are frustrated with young employees who learn fast but leave in a year or two because they say you don’t have any future opportunities for them.

If any of these situations sound familiar, you are not alone! 

Most of us focus on hiring A Players to help us achieve our company goals, but once they are on the team we don’t give them the tools to be successful or reach their potential.

For our current staff, we are not sure how to build up their capabilities and performance. They have settled into the
habit of “good enough” and the status quo.

You are left wondering how to light a fire under the average Josie, and how to turn around the performance or attitude
of your most challenging employees.

You don’t want to be the bad guy or the witch, your attempts at coaching have not worked, and it is just easier to
tolerate mediocrity or do the work yourself. Or worse, your best people keep picking up the slack, but they may be
reaching burn-out or are frustrated with you.

The Promise 
If you wonder how some businesses seem to be easy to work with and have a great team, they have the Right People in the
Right Jobs.

When you have this, your trusted team works together to make good decisions (good for the customer and good for the
business).

You don’t have to oversee every sale and every customer, yet you are confident that things are being done right and
customers are happy. You have a sense of control, and trust that the business on target for healthy growth.

The team initiates and implements process improvements, for fewer hassles and more sales without working harder. This
allows you to finally take time off guilt-free and worry-free.

The Model 

This concept is credited to Jim Collins who wrote about this in his book “Good to Great.”
1. Define the Right Things
2. Evaluate if you have the Right People
3. Ensure work is Done Right

[you can read more in my upcoming guide, Building Your Team, Right People in the Right Jobs.]

Featured resource:
If you would like to systematically rate your current team on performance and commitment, you can click here to download
my People Performance Profiler template
.

 

Wish employees came with an instruction manual?

Wish employees came with an instruction manual?

How do you possibly find out the needs and motivators for each person on your team, and then maximize their strengths and give them what they desire?

After all, your team is made of individuals, all with their own strengths, weaknesses (or as I like to call them, “areas of non-fit”), personality quirks and idiosyncrasies.

As a client’s manager once phrased it, “we have 100 people and we have 100 different personalities! I realize I have to treat each one differently.” Truer words were never spoken, Bill C.

Fortunately, even though every person might need a different approach and respond to individualize coaching, you can start the “strength building process” by categorizing in two key areas: performance and commitment.

In fact, I designed a template that allows you to profile your team on these two key elements, and then created a matching “Action Plan” focus for each one.

Every time I use this “blueprint” with clients, a lightbulb goes off about at least one employee “Oh, that is why I am struggling with this person” or “Oh no, I should have that conversation I have been putting off soon—they might be looking for another job.”

Mapping out your team also helps you prioritize your coach efforts for fast results or avoiding a disaster — by focusing on the most urgent situations first. (A word of caution, don’t ignore the middle for too long, but that is for another blog article.)

We use this proven tool with clients to focus and prioritize weekly coaching conversations for maximum benefit (as part of the development action plan process).

How to get started mapping your team

  1. Download your copy of the People + Performance Profiler here
  2. Read the instructions to create your People Profile

After mapping your team, start the discussion and development action plan process to find out what each person wants from your job, and jointly create the path to get there.

If you develop the trust and the relationship with positive and appreciative discussions, they will tell you what motivates and engages them so you can give it to them.


Diana Southall is a fifth generation entrepreneur, and creator of the People Plan toolkit.™ Her firm specializes in coaching small business owners and managers to build, engage and reward a fabulous team! You can learn more about the “9 Steps to Build a Fabulous Team” at her upcoming webinar– Click to register here.


 

Image provided by stock images, freedigitalimages.net

 

Want employees to tune out? Ignore them

Want employees to tune out? Ignore them

Perhaps you are you frustrated by a poor performer, so you avoid her as much as possible (you don’t want to be mean.)

Or you are getting tired of mentioning the same instructions to the new employee, so you have stopped giving him guidance at all.

Or you are “too busy” putting out fires and responding to urgent requests, so you have little contact with your staff other than the hallway.

After all, your employees should know their jobs and should know the company’s goals, so why do you have to keep reminding them?

 Ignoring your team members is actually 20x worse than being a critical boss!

In fact, a recent study of employees found that of employees who feel ignored by their direct manager only 2% reported being engaged with their job, compared to 45% of employees who report their boss focused on their weaknesses, and 65% of those with a positive focused manager.

Almost half of these “invisible” team members reported to be “actively disengaged” – meaning that they consciously perform lower – versus 1% of those with positive managers.

Seriously, if you are not coaching your team then they are like a boat without a captain—sailing towards the horizon with no particular place to go. (I just watched Pirates of the Caribbean again- what a fun study in leadership!)

To be effective, team members need to be

Still worried about coming off as mean or critical?

The data is pretty clear—even the negative manager has about half his team pulling in the right direction. This is a huge improvement from 45% pulling in the wrong direction when they are ignored!

So definitely work on your own development to be a positive focused manager, but don’t be afraid to start talking to your team. (See our video training for a simple system to do just that.)

{Graph from Zenger Folkman “Extraordinary Leader” webinar series}


Diana Southall is a fifth generation entrepreneur, and creator of the People Plan toolkit.™ Her firm specializes in coaching small business owners and managers to build, engage and reward a fabulous team!

You can start working with Diana with free members-only access to People coaching resources, including informative video training, articles, time saving documents and templates. Join the FREE membership club here.


 

4 Things High Performers Want From Managers

4 Things High Performers Want From Managers

Zenger Folkman report that employees who are the most satisfied and committed work for leaders who do 4 crucial “behaviors that focus on achieving challenging goals”

  1. Inspire them to high levels of effort
  2. Energize them to achieve exceptional results
  3. Create an atmosphere of continual improvement
  4. Skillful at getting them to stretch for goals that go beyond what they originally thoughts was possible

BAM- that sounds like a recipe for some high performing work!

To put it another way:

  • These managers have a People Plan for each person with mutually beneficial projects and work that are designed to be challenging.
  • This “stretch” work naturally develops the team member, and keeps her energized and inspired (and doing her best work).
  • Employees feels that “the company provides excellent learning and growth opportunities for my own development.” (This is the key to keeping employees from looking for another job.)
  • The positive coaching provided by the manager creates a team culture to perform at a high level, and this positive “peer pressure” continually reinforces the positive behaviors and outcomes.

This is the magic atmosphere where employees are engaged… performing with discretionary extra effort.

The most successful employers have 70-80% engaged employees, the worst 10-20%.

What if 7x more employees were terrific at their job- would that make a different to your team atmosphere and achievement?

If you want your department, your location, your organization to succeed- the key is managers who can positive coach and challenge the team to outperform every day.


Diana Southall is a fifth generation entrepreneur, and creator of the People Plan toolkit.™ Her firm specializes in coaching small business owners and managers to build, engage and reward a fabulous team!

You can start working with Diana with free members-only access to People coaching resources, including informative video training, articles, time saving documents and templates. Join the FREE membership club here.


 

Always a Crisis- Part 1

Always a Crisis- Part 1

Chase left our conversation abruptly. Across the plant floor, he had spotted a problem and rushed to make a correction. He was apologetic on his return. “Sorry, but this is why I called you today. I feel like a two armed octopus. There are eight things that need to happen, but I can only work on two problems at a time. Things get out of control about fifteen minutes into the day. And they never stop. At the end of the day, I look at my boss’ list of projects and the important things never seem to get worked on. There is always a crisis.” (Excerpt from Tom Foster management blog, 11/28/14)

Do you have an employee who is struggles with performing in their new role (either a new hire or an existing person who you gave a different responsibilities)?

How do you think “Chase” is feeling? Delighted this new position is overwhelming? Going home feeling a sense of accomplishment? Feeling like a success? Most likely Chase is disappointed and frustrated, as he wants to do a great job and feel competent.

After all, you thought he had what it takes to this this job well. And you hold the keys to finding out if this is a temporary training issue or a mis-match of his attributes to what is required to fill the role.

If you have a Chase on staff, I recommend evaluating for job fit through the following steps, and then jointly outlining a plan to give him the training, tools, and support to potential succeed.

If you both make an effort to develop his knowledge, skills, and competencies, he has a fair chance to do well.
Three main causes of performance gap, based on ability:

  • Person isn’t ready—needs more skill development
  • Person needs systems- may excel if given a structured process to plan and monitor work
  • Person isn’t a fit to job role- lacks key competencies that are difficult to develop in short term

Your Action Steps

  • Evaluate for job fit- identify the cause of gap
  • If coachable gaps, jointly create and implement a training action plan with Chase
  • Develop and coach on process and systems
  • Coach weekly towards improvement. If slow progress be patient and keep going. If there is no noticeable improvement or it is not lasting, more intervention is needed.

See next article for tips on a 90 day coaching plan for performance improvement “Always a Crisis— Part 2


Diana Southall is a fifth generation entrepreneur, and creator of the People Plan toolkit.™ Her firm specializes in coaching small business owners and managers to build, engage and reward a fabulous team!

You can start working with Diana with free members-only access to People coaching resources, including informative video training, articles, time saving documents and templates. Join the FREE membership club here.


Image courtesy of Stuart Miles at FreeDigitalPhotos.net