Are You Carrying the Burden of Goal Setting in Performance Discussions?

Is it that time again? Do I have to have another conversation with Melissa? Didn’t we just have one?

There are some employees that require a lot of support, while others are considered “low maintenance”. Why is that? You just had what you thought was a good conversation with Melissa in the past few weeks but the issue is back. You would like to say what was on your mind with some candor but you know that would involve  a rather pointed conversation with the union rep or HR.  Both groups won’t have nice things to say. I recently heard a comedian talking about marriage in the same way. When your spouse asks you a question, you always give them the second answer that comes to your mind as the first answer is always the wrong one. Working with employees, especially challenging ones is the same.

Performance Management is a process that is used in all workplaces, regardless of how big or small your group is. I do believe this process is under some significant changes that are actually going to make everyone happy, but just not in the early stages of the change. Change is hard for 90% of people. We all know this but when it happens, even for the better, we yearn for the good old days. Let me tell you what I mean.

In years (months) gone by it was the job of managers to tell employees what to do, how to do it and when to stop doing it. I know that is really a great oversimplification but essentially managers were held accountable for how the jobs were done. The change we are experiencing now is that  managers are responsible for what is done and the employees are accountable for how it is done.

Let me give you an example to make my point clearer. Your team has been given a new sales target to accomplish. Your team is responsible for  increasing the sales of your widgets by 15%. In the past the sales manager would tell his or her employees the targets and then tell them how to go about doing this. For some this approach was very helpful and for others it was demeaning or insulting. More managers are now using a coach approach to manage performance on a more regular basis which will reduce issues from building over time, while creating a learning environment for both managers and employees.

How this coach approach works is, the manager meets with his staff to tell them about the sales target changes. He then facilitates  a meeting where the team is encouraged and expected to create some new ideas to meet these goals. The managers role is to keep the creative process going and to encourage innovative thinking. The employees are being given a chance to influence their future by looking at how these targets can  be met using tools and techniques they currently have or will need to learn. This  approach recognizes the competency of the employees while asking them to step up their game by participating in the process. Employees are more likely to try new ideas if they have been generated from the team who actually is expected to implement .  The manager/coach’s role is to maintain a creative and open environment where feedback can be used and worked with to meet the challenges.

Okay, now back to our first scenario where you have an employee who you have given a solution to and they agreed it was the right thing to do but at the next opportunity they didn’t follow through. Given our discussion above what would you do differently?  (This is my favourite coaching question) Let me give you some questions you can ask repeat offenders of discussions that go nowhere fast.

There are 3 rules when you are coaching difficult employees.

1.  Don’t be uncomfortable with silence. When you ask them a question, wait for the answer. If they say they don’t know, tell them to think some more and you wait. Silence is Golden.

2.  Keep asking them questions until they engage in the process. (this will take a bit of time for them to get used to this process as they have always been under the impression their Silence was Golden.

3. The conversation is held privately.

I am going to give you a sample of questions for you to try when you are having a conversation with someone who has been making repeated mistakes and you have coached, counselled and told them what to do. Ideally this will be the first thing you do when someone needs some support. The example I will use to make this as concrete as possible is a sales target missed after 2 months.

So Bob I need to talk to you about your sales for the past few months. We spoke last month about some ideas I had for you to meet your numbers but I see that didn’t work for you as your numbers continue to be about the same as last month, which unfortunately is below target.

So let’s take this time to  brainstorm some ideas to get your numbers up, assuming we are in agreement you are interested in improving your numbers. We do have a brief window of opportunity to make this change but I would like to get a clear idea about what is working and what is not working for you. I am going to ask you some questions to help me understand your process and maybe through this discussion you will be able to see some opportunities.

Okay, take your time while answering the questions.

1.  What is working well right now. When you are making sales to customer X and Y what technique are you using?

2.  Tell me about the clients you have not been able to close. Walk me through that process from beginning to end.

3. What do you think the roadblocks are?

4.  What have you done to assess this issue?

5. What have you done differently to adjust to the sales target increase?

6.  What will it take for you to increase your sales?

6.  What do you need from me?

These are just some generic questions that will help to understand the issue. Is  the issue a skills, technical or attitudinal issue. As these questions get answered you can assess what next steps need to happen. Prior to having this conversation you are making a number of assumptions  on where the issue is without having a full understanding..  This is a big opportunity for all managers to reduce the personal and professional stress of mind reading  and always coming up with the magic solution. Take the time to learn how to coach and it will save you your sanity. I promise…….

 

 

 

 



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11 Steps to Insane Focus: Do More of What Matters


 

 

 

 

 

 

 

The Power of Focus

“One reason so few of us achieve what we truly want is that we never direct our focus; we never concentrate our power. Most people dabble their way through life, never deciding to master anything in particular. ” -Tony Robbins

Written by Scott Dinsmore

This morning I woke up, brewed some Yerba Mate, caught a glorious rooftop sunrise and proceeded to get more done before breakfast than I had in the past 4 working days combined.

How about you? How many important things did you get done last week? I mean the things that actually got you closer to your biggest goals and dreams.

Take a minute to think about it and write a couple down. How many did you come up with?

For many the answer is few if any at all. Why?

In a word: Distraction.

Lack of focus is the most common killer of making things happen.

In the last 10+ years there’s been an unconscious shift from encouraging focus to condemning it. It’s happening without us knowing and we’re all likely victims. As soon as multitasking became possible and encouraged, our focus died.

Mine certainly did.

We have to fight our very best fight to get it back.

Leo Babauta is leading the charge with his latest book, Focus which is more than worth the read. I hit up a sweet barefoot run with Leo last week where he filled me in on some of the good stuff. Unbelievably powerful.

Without focus we are headed for disaster and the consequences are as dangerous as they come.

What’s the biggest risk of losing our focus? Wasting our time and living a meaningless life.

The solution is to simplify. Get back to the basics of doing the important.

Here’s a brief 11-step guide to reclaiming insane Focus.

1. Know what actually matters. Be honest with yourself about the actions that truly move the needle in your business and your life. An 80/20 analysis is a great place to start. If you’re stuck, just think of the tasks you fear the most–that give you anxiety just to think about. Those are likely the most important.

2. Pick your top 2-3 core tasks each day. These are the things that must happen no matter what. If you get these done your day is a success. Stick to no more than three, or better yet one. They must move you closer to your big goals. Checking email does not count.

3. Do them first thing. For me writing is one of my core actions, so I write for an hour or so as soon as I roll out of bed or after my morning workout (it’s 5:45 am right now). The longer you wait, the more distractions will intrude. Nothing happens before these get done.

4. Do not connect to anything until your core tasks are done. Don’t convince yourself you need the internet or email to do your most important tasks. 95% of the time you don’t. Leave the internet off and phone on airplane mode until you crush through the important.

5. Kill multitasking. Stop thinking it’s more efficient. It’s not. No surfing during phone calls, reading during meals, chatting while writing. Do one thing at a time. Simple. Not only is multitasking terribly inefficient but it stresses you out and it’s rude to anyone around you.

6. Turn off email and notifications (and anything else that interrupts you). When you sit down to do something, nothing else gets attention. Just because someone decides

to email, chat or call you, doesn’t mean it’s more important. Those things can wait. But if you know they are waiting there, you’ll be too tempted. Avoid temptation at all cost. We are too weak. I don’t trust myself with email on my iPhone so I totally removed it.

7. Don’t check email in the morning. This is the most effective (and difficult) single practice I’ve found. I know every one of you have heard this one. So why doesn’t anyone actually do it? It will change your life. It feels terrible to know we’ve spent a couple hours refreshing and going in and out of email without really getting anything done. I assure you that if you check it, you won’t be able to help yourself, and you’ll stumble face first into the worm hole. So don’t even open it until you have a few hours of focused action under your belt (this is at least 11am for most).

8. Batch your emailing to two times a day MAX. Maybe 30 min before lunch and 30 min late afternoon. If you need an email for your core task, do not go to your inbox. Go straight to the search feature and find it. If you need to write an email as a core task (which should very rarely be the case), write it offline in a simple program like notepad. Save reactionary items for after you get the important done.

9. Try to get less done in a day–practice Slow Working. Don’t fill every moment of your calendar with tasks (this is a huge one I’m working on). You’ll be stressed and rushed the whole day. Slow down and move through your core tasks calmly. Then maybe you do a few more things with the remaining time but don’t cram them in. If you do, you’ll always feel behind.

10. Plan more time for each task. This is the easiest way to alleviate the schedule. And things always tend to take longer than we think. If your core task will take you 45 minutes, then block out 90. Actually schedule it on your calendar. If it only takes you 40 minutes then suddenly you have free time–how freakinawesome (and rare) is that!

11. Take breaks and reward yourself. Most of us can only intensely focus on something for an hour at best. Take at least a few-minute break every 30 or 60 minutes to clear your head. I love going up to my rooftop for a couple deep breaths and a view of the Golden Gate. Find a fun way to get you free and clear. Take a walk, meditate, feed the ducks, breathe, get a snack or some water or listen to an inspiring song. You pick.

Do the above and your day will be a victory before most people wake up.

It’s a pretty awesome feeling. You’ll get way more done than you planned but your mind and schedule will also be clear to enjoy life a little more. Few things feel worse than an unproductive day. Nail your big things early and use that energy to take the rest of the day by storm. Take a walk with your wife, play with your kids, go down to the beach and read. Do whatever you want. That’s the point.

Enjoy having nothing to do.

When was the last time you had nothing to do? Many of us can’t remember. It’s because we set our days up for failure. With more tasks than we could ever accomplish and loads of wasted time in between. Filling every second of your day will do this. With the above, you’ll suddenly have time to spend in your own way. That’s when your mind really starts to have some fun. The big ideas will begin to show up.

We are addicted to wasting time.

Realize that mindless work is an addiction. It’s just as dangerous as smoking or alcolhol. I’m not kidding. Email, Facebook, twitter, texting, surfing, news–it’s all a deadly serious addiction. We just think it’s ok because everyone else around us is wasting their life on it. If everyone started smoking tomorrow would you start? That’s what I thought.

The path to freedom can be difficult to see, mostly because the world is telling you it’s not there. A path begins by walking. These addictions have caused us to lose our way and most importantly, lose our focus. We avoid the present. We avoid what matters. And we avoid what’s right in front of us. Be it a sunset, your husband or that client call you’ve been putting off.

With pure focus we can be unstoppable.

You’ll get more done in a day than most get done in a week, with time left over to savor the subtleties of life you forgot you enjoyed so much.

When in doubt, ask yourself “Am I wasting my time to avoid the important?” Be honest. You’ll know the answer. Do something about it.

 

 

 

 




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Are You Asking the Right Questions?

As Joseph S. Edwards said, “Great results begin with great questions.”

Do good managers do the work for their staff, or do they lead them to creatively think through dilemmas so that they develop the right skills to problem solve in the future?

I have written about managerial courage and learning agility as part of a winning formula. The third part of that formula is the ability to ask good questions to get great results.

There are many reasons why people don’t want to ask questions. These include…

  • The fear of looking foolish
  • The fear that the manager will think less of him or her
  • An unwillingness to work through the tough stuff
  • Laziness (sad, but true)
  • Being particularly good at getting their manager to do their job

What do you normally do when a staff member or colleague comes to you and says, “I don’t know how to do this. I need your help.”? Below are a number of questions that will help you determine the appropriate response.

  • What are they really asking?
  • How do you know what kind of effort or thinking they have used to get to this point?
  • Do they just want you to do their work?
  • Are they afraid of failing?
  • In your corporate culture, is it dangerous for your staff to make mistakes?

Regardless of the reason, it is always a good time to start asking good questions.

If you teach your staff how to ask good questions by modeling expected behaviour, you will find that their problem-solving capabilities soar. Once these skills have been integrated into your culture, the impact is phenomenal. 

There are two different ways you can ask questions, with completely different results. One way provokes pessimism, stress, anger and resentment; the other encourages problem solving, learning, optimism and collaboration.

Here are some quick tips for avoiding negative questions and for posing constructive ones.

  • Never start a question with “Why?” This has a strong judgmental overtone, and staff members will often respond by justifying their actions rather than thinking through the process. One alternative is to ask, “Can you explain your thought process in this situation?”
  • Keep any form of blame out of your question, i.e., “Whose fault is this?” Instead, try asking, “What are the facts as we know them?” or “What are our next steps, and who should be doing them?” These are action questions that will encourage staff members to look for remedies rather than opt for CYA (Cover Your Behind) behaviour that is merely a giant waste of time.

There will still be times when staff members do things that defy logic and drive you crazy; however, allowing those feelings to surface will not benefit anyone. During such times it is best to give yourself a much-needed break and tell the staff member to come to your office in 20 minutes to discuss the next steps. This will give you a cooling down time and allow you to plan questions for holding the person accountable in a way that is productive.

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When has asking the right question(s) made a big difference for you? Please share your stories below.

Read more about Leadership or Systems.

P.S. Want to share this post? Please do. Just be sure that it remains intact and includes the following bio. Thanks!

About Judy: Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. (www.tevosmallbiz.com), providing services and guidance to small and medium businesses. TEVO’s mission is to assist companies in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged employees are fundamental to business success, and she designs support and management systems to help people and companies achieve their full potential.



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Are You Satisfied with How Your Employees Are Performing?

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It’s performance management time and everyone is just thrilled to be part of the process. People love to get feedback, and managers are just itching to have those constructive feedback discussions with their fully engaged employees…

Not so much, I get it. For the past several years I have worked with companies both large and small to deal with this very issue, and believe it or not, we are making some serious inroads into this area without a great deal of kicking and screaming in the process.

What most managers and employees loathe about performance management is the subjective nature of the process, and yes, there will always be some of that. However, the bulk of the process should be very clear and easy if you are working within an accountability and responsibility framework. This process involves a cascading concept that takes the executive’s accountability and breaks that down, distributing it among the different departments and the managers within those departments. Then those managers cascade their responsibilities down to the people who do the operational and tactical work.

Requirements for a Successful Accountability and Responsibility Framework

What makes this system work?

  1. The relevancy of the document you produce. Everyone is interested in this framework, since its structure and “moving parts” support the vision at the top.
  2. Clarity about departmental and individual accountabilities. Who does what, and what can I count on you for?
  3. The performance management system is based upon this accountability and responsibility matrix, and you are working with real behavioural indicators to prove success. This helps keep the subjective part to a minimum.
  4. All parties know what is required and what is being managed.
  5. Employee engagement roars ahead as everyone is feeling in the loop and clear on what is required. (Success breeds success.)
  6. Tough conversations are replaced with brief coaching sessions.

And before you know it your productivity is up, employees are happy, and managers are less crazed!

Although I have made this sound simple, it is in fact a very manageable process to undergo. Each company I have worked with actually takes this system and applies it to job descriptions, performance management and pay-for-performance programming.

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Have these tips motivated you to set some goals? Do you have any goal-setting success stories that you’d like to share? Please speak your mind below.

Read more about Leadership or Planning.

P.S. Want to share this post? Please do. Just be sure that it remains intact and includes the following bio. Thanks!

About Judy: Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. (www.tevosmallbiz.com), providing services and guidance to small and medium businesses. TEVO’s mission is to assist companies in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged employees are fundamental to business success, and she designs support and management systems to help people and companies achieve their full potential.

 



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Have You Implimented Accountability as a Performance Model yet?

Workflow/Business Process Management (BPM) Ser...

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I believe using an accountability model is about leadership and organizational development. l also go one step further and say that the successful implementation of an accountability model will also positively impact culture, innovation and engagement. Accountability is not a silver bullet but it is very close and I will tell you why.

I have put accountability processes in place for small and medium size companies for the past 12 years. I have had some wonderful, thought-provoking and head scratching experiences with the various groups that I work with.  I think it is very important to share with you a couple of my key beliefs that drive my interest in working in accountability processes.

1.  I believe that the largest majority of people really want to do a good job.

2.  I believe we  do a better job when we understand the context and outcomes required of our work.

3.  I believe that innovation comes from a culture where questions can be asked and everyone isn’t expected to think the same way.

4.  Employee engagement is the culmination of the above points.

Now that I have some fundamentals out of the way I will tell you  a story about how accountability have helped one of my clients. You may find your own story in this blog and if you do I hope you find some of the thoughts helpful.

Scenario One

A small business growing quickly. Everyone is seemingly going on full steam but yet they are not able to keep up with the customer demands,  The owner of the company does not know if she should hire more people as the financials don’t really support it and she is not sure what department could use the staff if she did hire.  The owner is feeling really frustrated as she can’t get a handle on where things are at from an operations point of view. She has asked her staff to record what they do everyday, but they have not been very good at it as they claim they are too busy to add more to it. Secretly she thinks they are afraid to show what they do in the event she may add more work. She called TEVO Consulting to discuss what her next steps should be.

Firstly, we had senior stakeholders in a meeting for a 1/2 day to talk about the existing processes from end to end.  Once these were identified in larger chunks, we started fleshing out the subprocesses for one area, which was sales. We spent the full two hours detailing the full operational process until everyone was in full agreement.  Once we had agreement we then moved the  discussion  to who was accountable (the buck stops here) and who is responsibility (the work is handed down but not the accountability) Once we had identified the current state we looked forward to settle on a future state. Where  did they want to go in the future  so we could asses the gap to build our plan.

Outcomes of this small segment were very surprising for the CEO and the sales manager, They had not clearly understand the amount of steps that were required for a seamless transition to the workroom and how lack of clarity and incomplete paperwork slowed production down significantly. It was also clear that significant tasks were falling to one person with the other team member with a much smaller work load.   We finished off with a discussion of the employee skill sets and what would be necessary for a succession planning point of view. Who could take on more strategic tasks and who needed what specific training to get on track with responsibilities or accountability they would be given.

The reaction to this accountability planning for the staff was initially scepticism but quickly followed by interest.. It was clear to the staff that planning had occurred with the specific staff members in mind. In fact they were much more interested in talking about what would be required to add accountability to their profile and seeing the clarity of the process. They also were able to move some tasks from their accountability that didn’t make sense for them to own.With the outcome of the some rework, reduction of overlap of work and clarity of process, the CEO found the work was being done much faster, more accurate as well as the identification of higher capacity for the existing staff as their duties were linked and supported.

There are some  other major benefits to going through this process.

a)  When we finish the CEO has a clear idea of all the processes in the company that make them successful. They can check these with key stakeholders to make sure they stay relevant or when new machinery or products are introduced  as there is an existing state clearly defined.

b)  We put all the accountability and responsibilities into job descriptions with behavioural indicators to make sure clarity for new staff or when existing staff were transitioning into new roles.

c)  We used this same language for the performance management system which really gave managers the ability to coach and manage performance in an objective manner.

d)  At the completion of the process the processes were put into a binder which became the operational manual for the company, with an online version for all employees to access.

So there you go. By understanding and identifying accountability and responsibilities , employees as well as managers can relate to the daily, weekly and monthly tasks of each other. Did I mention that we started this process at the top and cascaded it down to the front line level. That is another day’s blog.

Read more about Planning or Systems.

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P.S. Want to share this post? Please do. Just be sure that it remains intact and includes the following bio. Thanks!

About Judy: Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. (www.tevosmallbiz.com), providing services and guidance to small and medium businesses. TEVO’s mission is to assist companies in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged employees are fundamental to business success, and she designs support and management systems to help people and companies achieve their full potential.



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