Tag Archives: Managing performance

Managing Performance

managing performance

It’s that time of year again when the acorns are falling, and the squirrels are stocking up for winter.

But, what’s the connection between acorns and managing performance?

Having several large oak trees in my garden I know only too well what can happen to acorns if you leave them on the ground. Either the squirrels bury them, or they get covered over by leaves, and before you know it you have a small forest of oak saplings.

And not too easy to pull up once they’ve got their roots down.

So, the connection with managing performance?

Dealing with performance is a bit like picking up acorns.

If you pick up on problems early enough they can’t “germinate”. But left to fester they become much harder to deal with.

I often find junior or inexperienced managers in particular tend to avoid dealing with poor performance.

Below are 10 principles you can share with them to give them support, but if your team would benefit from some more in depth guidance, this is what I’ll be covering on my Managing Performance Workshop next week.

It’s 3 bite size session of 90 minutes each, over 3 consecutive days (Monday 21st – Wednesday 23rd), and designed with junior managers and supervisors in mind (although any managers who shy away from dealing with performance would benefit).

And if you register before 16th September  you’ll benefit from the early bird rates.

So, what are the 10 principles?

  1. Set expectations, so everyone in the team knows what’s expected of them and why
  2. Be consistent so there are no mixed messages
  3. Address any issues straight away
  4. Conduct regular 1:1’s with team members where you can review performance and any support that’s needed
  5. When feeding back on performance stick to facts, not your interpretation of the facts.
  6. Recognise not all performance shortfalls are down to the individual – there may be other factors at play beyond their control
  7. Use the ‘3E’ structure (i’ll be covering this in detail next week)
  8. Focus on the end result. Your goal is to resolve the issue and improve performance in future
  9. Be mindful of your tone and language
  10. Recognise that failing to take any action about poor performance sends the message to everyone else that it’s OK

Of course, every business should have its own disciplinary process, and I am not suggesting by-passing that. But if you nip issues in the bud hopefully you won’t need to get as far as the disciplinary process.

Take Action on performance

If you only do one thing. Share this list with your junior managers and supervisors and give them the support they need to nip poor performance problems in the bud.

p.s. Book before Wednesday 16th and get the Early Bird Offer of £27 per
person or £97 for a group booking (up to 5 attendees).
After this date registration will be £47 per person or £197 for up to 5
attendees from the same business. (All prices subject to VAT)

Book here now to get the benefit of the early bird:
https://www.naturallyloyal.com/resources/managing-performance-workshop/

Related Video



Using the Coaching GROW model

coaching modelI’ve been running a coaching skills workshop this week and it has reminded me of the simplicity and power of this simple coaching model. A word of warning, this is not for the control freaks!

The model is GROW, probably one of most widely known coaching models.

GROW stands for GOAL, REALITY, OPTIONS and WILL

It is not appropriate for every situation, but can be used to great effect to tap into people’s potential. It is based on the principle that the coach asks questions and draws the answer from the coachee or employee. This leads to increased awareness, better buy in and commitment, increases confidence and  good development.

Goal

Setting the overall coaching objectives and the goals for the coaching session. Goals need to be SMART* There may two types of goal – one long term goal, then a short term goal for the session. Goals need to focus on what will be observed or happening once it is achieved.

Reality

Checking and raising awareness of the situation right now. This brings out the coachee’s perception of the situation which can sometimes be very different from the manager’s. It is important that the manager does not make assumptions about what is happening, even if they think they already know! It is important to get a full a picture as possible about what is happening to get to the root of the problem.

Options

Finding alternative strategies, solutions, answers. This is usually the hardest part for the manager acting as coach, as it is all too easy to give the answers or make suggestions. This means the employee will continue to be dependent on the manager to come up with solutions and not have to think for themselves. It is far more rewarding for the employee to come up with their own solutions.

Will

Testing commitment to the goal, making concrete, realistic plans to reach it. We’ve all been to meetings when there has been a lot of talk and ideas and then you meet again a few weeks later and nothing has happened. The same will happen following a coaching session if there is no summing up of the course of action, and commitment from the coachee to take action.

This format works well for for day to day discussions in supporting your team in their work, as well as more formal one to one discussions on performance, objective setting, and development planning. It also gives a structure to use in team meetings for group problem solving.

So next time one of your team comes to you with a problem, before you just tell them what to do, stop and consider if they could come up with the solution themselves by exploring each of these 4 questions.

This and other topics will be covered in my new online leadership coaching programme is being launched in September.

* See full article on setting SMART goals