by Diana Southall | May 19, 2015 | action plans, coaching, performance
My last article (Always a Crisis- Part 1) gave an example of “Chase” – a newly promoted supervisor who is struggling with his promotion to a new role.
I outlined the three main causes of performance gaps and four action steps to uncover the underlying cause and related solutions.
Once you identify the source and jointly develop a performance action plan, we will need to coach weekly towards improvement.
- One possible outcome is that the person is making progress, although possibly not as fast as you would like. Be patient and keep working with someone who is trying their best.
- Another possible outcome is that there is very little noticeable improvement in the first 30 days. Now you have to determine if this is a motivation issue or an ability issue.
Ability scenario – After about 60 days if you continue to witness that the person is “always in crisis,” the solution may be to move back to a role that has a short time span (daily tasks, tasks in natural sequence) rather than important projects.
Sometimes the solution is temporary – scale back the scope of the job with smaller “bites” to allow this person progress in competencies that take time to develop. Sometimes even with a slower development, this person make lack the necessary competencies.
In addition to weekly coaching, a monthly status update (end of month 1, 2, 3) is important to discuss progress and revise your action plan. It is important that you recognize effort and improvement, even if it is not as fast as you desire.
Motivation scenario– Sometimes you find that even with a great training plan, he does not make the expected effort. For example, the person does not complete the training action items or make seem to attempt changes to work habits or other behaviors. This is a symptom of a lack of motivation—it is possible he can do it, but chooses not to. No amount of coaching will improve the athlete if they are not “doing the reps.” Then this is a separate conversation.
If progress is not being made, then a crucial conversation needs to be clear on the potential consequences (change in role, move to another job, loss of job) before it happens.
This is not an easy situation to resolve, and requires a thoughtful and candid approach with a willingness of both parties to work together to identify the source and solutions.
Done well, even with a change back to his old job, you can retain and engage Chase as a valuable team member.
Done poorly, Chase loses engagement and will likely leave in a year or less. Or worse, you ignore the situation and Chase flounders in the job longer, losing his motivation and not providing the performance you need to serve your customers and the rest of the team.
Image courtesy of Stuart Miles at FreeDigitalPhotos.net
by Diana Southall | May 12, 2015 | action plans, coaching, culture, job fit, performance
“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”
Image courtesy of Stuart Miles at FreeDigitalPhotos.net
by thepeopleplan | Oct 7, 2013 | Uncategorized
When I speak with business owners and managers, they all seem to long for this illusive state of “accountability.”
Typically they mean a desire to trust that employees are doing the Right Things, and are “kept in the loop” when issues arise or things are not being done. Instead, most report that they have to keep a close eye on everyone’s performance, chase people down for status updates, put out big fires because they are not told when a tiny spark starts, and spend a whole bunch of time following up (dare I say nagging?) to get projects moving forward.
So I ask you, is your organization allergic to deadlines? (Thanks to a client for this vivid phrase). What happens when someone is given a task? Do they keep track, report back when progress is made, keep everyone updated, agree to a reasonable deadline and then meet it? How often does this happen (just one person or almost everyone)?
After a client monthly update meeting where there was no progress to report on 6 projects (again), the owner looked at me and said “is this because of me?” Sadly, yes, many managers and owners are allowing their employees to be less than accountable. In fact, many build an atmosphere where this behavior is inadvertently rewarded.
What can you do to create an “Accountability Culture?”
Focus on results
My client was having weekly status update meetings (a great start) but people came without “doing their homework” or had loads of excuses … every week. What message does this send to those that actually hit their commitments and to those that do not? People still do what is rewarded—if going above the norm to actually completed an assigned task is ignored then I might decide not to bother next time. Conversely, if I “get away with” reporting no progress every week, this rewards me as I didn’t have to do anything extra.
Get specific- “Soon” is not a deadline
People do what is expected and measured. If a weekly team meeting includes assigning reasonable deadlines and then people report back that they completed the task by the deadline, this builds an organization with results focus. If one out of ten employees reports every week that “I didn’t get to that” what implied feedback does the one shirking Sally get? After about 3 weeks of eyebrow raises and uncomfortable silence, Sally just might be motivated to complete her tasks so she can report back they were done on time.
Set direction and “inspect what you expect”
The first step is to set expectations (results expected and by when) and then, yes, follow up. As a manager, you should have a list of all the projects and other commitments with who is assigned to each task and a deadline for each. This provides a bird’s eye view of everything promised so that you can keep track of who is doing what, and what is due this week/ month. This makes regular, routine follow-up more of a rhythm and less of a foot race.
Be flexible and solve problems
Of course, urgent requests come up and roadblocks are encountered. Make yourself accessible and helpful to re-prioritize and re-deploy resources so that key commitments can be met as much as possible.
Recognize effort and results
Especially if you are slowing moving towards full team accountability, recognize small efforts to change and celebrate even small results achieved. Remember it takes 10 positive comments to change a behavior and 4 positive comments to maintain a current one. And be careful to not publicly criticize those that miss deadlines and targets—keep the reports factual and without judgment. Just the mere reporting that something wasn’t done can be feedback enough. A good management rule to follow is the 4P’s- Pound in private, praise in public.
Image courtesy of stockimages at FreeDigitalPhotos.net
by thepeopleplan | Sep 30, 2013 | Uncategorized
As a small business manager, you might think that large employers have it “easier” to keep great employees. After all, the big guys can pay more, provide more job security and career advancement, and off better benefits.
Actually, I often see that despite the resources at large companies, the direct managers are not using those resources wisely and have the same issues with retaining their best and brightest.
Here is a list of what they might do, and you can too, to build your fabulous team.
What can your small organization offer that will help you keep your talented employees?
- Challenging work— many employers hire a new employee, train them, and then leave them doing a job that becomes routine and frankly, boring. Check in with employees regularly to find out what new assignments you can give to keep them challenged.
- Less hassles— a primary reason employees look for another job is a lack of resources to do the job and unreliable co-workers. Encourage your team members to identify hassles and road blocks and then work to eliminate as many as possible.
- Work and results tied to something meaningful—the term “second paycheck” was coined to indicate that meaningful work is also rewarding. I have a client that makes concrete products and their employees take pride in the fact that they are part of American manufacturing and their products are used to keep roads and bridges safer.
- Involvement in company decisions— employees want to be part of something bigger and feel good about their employer and its direction. Get input on major strategic goals and keep communicating about the why and where your organization is going.
- Everyone gets development opportunities— if an employee feels that she has a “dead end job” you definitely won’t get above and beyond work. We recommend that everyone has an annual development plan to work on 3-4 key training goals, such as improving a competency, technical skill or contributing to a major project.
As you can see from this list, the direct manager plays an important role in understanding each employee’s talents and needs, communicating how everyone contributes to the organization’s goals, and involving each person finding how they can match up their interests and goals with what the employer needs.
It’s hard to get your team on board and on the same page if you are hiding in your office— so get out there and talk more with your team.
Image courtesy of Stuart Miles at FreeDigitalPhotos.net
by thepeopleplan | Jul 24, 2013 | action plans, training and development
Our prior article “What Drives Engagement?” listed the top 10 engagement drivers.
Three areas impact employee perceptions of available development and career opportunities (category 4):
1. Enjoy challenging work assignments that broaden skills
2. Improved my skills and capabilities over the last year
3. Have excellent career advancement opportunities
Many people are comfortable and happy in their current job and do not wish to take on additional responsibilities.
Others crave challenging work and the opportunity to learn and grow. A key component in keeping the second group of employees at your organization is to figure out how to meet these needs.
If you are small business, you usually do not have a “career paths” or a training department. However, you have many informal opportunities for additional development—these include cross-training, job enrichment, project assignments, and team lead opportunities.
It is always best to have a “back up” for each role– and developing someone as a backup cross-trains another team member and gives a sense of skill development. Job “enrichment” means learning a bit deeper or broader on current tasks, such as increasing knowledge of accounting principles or equipment repair. We can always learn more about the work we do.
Even if your organization does not have “layers of management,” some employees are interesting in a newly emerging role of team leader. Team leaders are the “go-to” people who peers ask for help or to get another opinion for a decision. They often assist managers with routine supervisory tasks such as scheduling, assigning specific work, compiling reports, and side by side skill training. You may have someone now that is informally in this role.
Three steps you can take NOW to improve employee perceptions of development opportunities
- Think of one project or ongoing task that would be a stretch assignment for a team member, and delegate to someone with the competencies to accomplish.
- Spend 30 minutes one morning each week meeting with a team member to discuss “What skills or knowledge do you want to develop in the next year? How can this be accomplished?” Then create a timeline and action plan to achieve.
- Identify and start developing a team leader: If you have a great performer with interpersonal skills and a desire for additional responsibility, start with delegating a routine team task (scheduling, weekly project report, train new employee). If this person continues to grow in this role, create a team leader position with specific responsibilities and coach to achieve.
Two articles for more reading
For a source of stretch assignments, read our People plan article: “Too busy to delegate”
Inc Magazine article How to Tell If Your Employees Are Bored
Image courtesy of basketman at FreeDigitalPhotos.net
