Do you need to be?
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I often meet managers who are obsessed with plans and performance. As a result they tend to focus on deviance. Things that go wrong, that don’t meet the plan.
As a result they find it hard to see and acknowledge the good stuff. The vast majority of their feedback is about problems and they fail to acknowledge or even see the good work that is done every day.
If you need convincing that you only see what you are looking for try this video for size.
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Filed under: culture, feedback, leadership, management, performance improvement, performance management | Tagged: communication, culture, feedback, leadership, management, performance improvement, performance management | 3 Comments »
Managers spend much of their time measuring – market share, year on year sales, voids, arrears, return on investment, customer satisfaction, orders fulfilled, calls handled per hour, orders placed, orders fulfilled (again), total invoiced, hours billed, attendance, productivity per employee etc
Why the obsession with measuring stuff?
Because it gives us the data to recognise what has changed, what needs to change, and when we make the change – whether it has had the impact we planned.
But none of these metrics are about US – the manager. They are all about the performance of the system and the people that we manage. And this often lets us of the hook for making real change in the way we manage.
What if we measured some more personal aspects of our management efforts?
I am convinced that if we started to measure our own personal performance in relation to some of these more personal aspects of management, most of us would we would pretty quickly get some powerful data on what we needed to change. Measurement would also pretty quickly confront us with the fact that our perceptions of our performance are markedly different from reality.
As we make planned changes based on measurements of our own personal behaviours we will soon see a very positive impact in some of the more traditional areas where measurement prevails. The act of measurement itself would also increase the likelihood of planned changes being implemented and seen through. That after all is perhaps the main reason why we measure.
To make sure that important things get done.
Filed under: 121s, change, coaching, communication, culture, delegation, feedback, leadership, management, one to ones, performance improvement, performance management, time management | Tagged: 121s, change, coaching, creativity, feedback, high performing teams, improvement, leadership, management, meetings, one to ones, performance improvement, performance management, practical, talent management, teams, Teamwork, time management, values | Leave a comment »
Great and very simple exercise from Marshall Goldsmith designed to help you get seriously useful ideas for your professional development.
Name the area in which you wish to improve. – e.g. I want to be a better leader.
Tell someone, almost anyone ‘I want to be a better leader‘.
Ask them for two ideas for things to do that would help you become a better leader.
After they have offered their suggestions – simply say ‘Thank you‘. No discussions, no debate, no analysis – just ‘Thank you‘.
This should work brilliantly in 121s as a way of getting information on how you can improve.
Pluck up the courage to try it. It works.
Filed under: 121s, change, coaching, communication, creativity, culture, feedback, leadership, management, one to ones, performance improvement | Tagged: 121s, coaching, communication, creativity, feedback, high performing teams, one to ones, transformation | 1 Comment »
You know when you hear a Chief Exec say,
“People are our greatest…”
and you are thinking yeah, yeah I know – ‘ASSET’.
Except on the Today programme I heard the CEO of RBS (rumoured to be looking at 20000 redundancies) say,
‘People are our greatest cost’.
Cognitive Dissonance or what!
Life is complicated though. Most of us are BOTH great assets and great costs in weird and dynamic combinations.
Outstanding managers have systematic and effective processes (121s, feedback, coaching, delegation etc) for developing both the asset part of the equation AND the cost. Yes, outstanding managers do want good people to cost more, and more, and more – because they recognise that what matters is the value that they create – not how much they cost.
How are you doing with your systematic and effective processes for asset development?
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Step 1: Clarify, negotiate, and commit to your role as manager.
Step 2: Understand the results you are expected to produce.
Step 3: Know your business.
Step 4: Build a great team.
Step 5: Ensure your team knows what excellence looks like.
Step 6: Plan – with flexibility.
Step 7: Get out of their way.
Step 8: Be engaging.
Step 9: Proactively manage progress.
Step 10: Leave a legacy: develop people and the organisation’s capacity to produce results.
This post was inspired by Lisa Haneberg over at Management Craft.
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I was asked by a manager yesterday to help to clarify the difference between performance management and appraisal. I don’t think I did a great job so I thought I would try again!
Performance management is a system with four parts:
Performance management can happen at a number of different levels:
A key task for a manager is to decide at which level an investment in performance management is most likely to pay off. In my experience an investment in the performance management of individual employees drives improvements at the team, product/service and organisational levels.
Performance Reviews and Appraisals are a small but important part of good performance management at the level of the individual employee and the team or business unit. When aggregated they can also provide powerful contributions to performance management at the organisational level.
However these ‘one-off’ annual interventions need to be supplemented by more frequent processes for measurement, monitoring and change to keep up with the dynamic context in which organisations operate. These interventions would include:
Collectively these provide a manager with a powerful framework for the performance management of individuals and teams. Few managers that I meet consistnelty use these intervnetions with rigour, conviction and compassion. As a consequence they are at best ‘mediocre’. Without them the likelihood of real progress being made is small. Putting these simple interventions into practice can transform mediocrity into excellence.
Measurement is central to performance management, but it is a double edged sword that has to handled skillfully.
“People revert to metrics out of fear, not out of vision.”
Measurement is often about the minimum requirements and rarely helps to articulate a grand design. It tends to lead to reductionist thinking and may have little to do with the ‘high ground’ of excellence.
“Managers who don’t know how to measure what they want settle for wanting what they can measure.”
( Ackoff & Addison)
Most managers spend to little time considering what they expect from an excellent employee.
Even if managers do have a conception of excellence they rarely build in the time to collect the data and establish the working relationships necessary to achieve it. Typically this means observing people at work, giving feedback, coaching and so on. What Tom Peters referred to as ‘Managing By Wandering Around’.
Instead managers retreat to the easy, low ground of using what they can easily measure as a proxy for performance. They become mole whackers. Things that are difficult to measure are neglected, while things that are easy to measure become important.
Performance management is just a tool. It can be used to
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I ran a training session for a group of 15 managers from a favourite client of mine yesterday on How to Make Appraisals Work. I started the session as I often do with a question:
When you are being appraised what is it that you most want to get from the process?
The first answer I got?
We want feedback!
In other words we work all year and this is the one opportunity to get feedback on how we have done.
This is one of the most common problems in making appraisals work. Managers store up feedback throughout the year and then try to fire it all off at appraisal time.
Feedback should be given little and often throughout the year to influence behaviour and performance in real time. Not in the annual feedback fest that is sometimes called appraisal.
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I am not sure where I first collected this quote but the more I think about it the more I see its relevance to effective management.
To me it means that wherever there is a great strength there is also a great weakness. You cannot have one without the other. Ying and Yang. I think this relates to a Jungian concept that whatever light shows us our way forward will always cast a corresponding shadow.
If this is the case then it becomes impossible to minimise a weakness without compromising the strength with which it is paired.
It also means that whenever we see a weakness we should look for the corresponding strength. This is important because so many managers become almost obsessed by fixing problems rather than by celebrating and maximising strengths.
So when you find yourself recognising a weakness in yourself or others – spend a few moments looking for the corresponding strength.
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The new year has started off with a couple of interesting management development contracts. One in an FE/HE college and one in a housing association.
In both cases the reaction to the training has been very positive. Managers have started using 121s which I am really pleased about – but once again – have found it difficult to start to give affirming or adjusting feedback. The main barriers to giving feedback seem to be around ‘self-image’.
Perhaps it is a lack of confidence as a manager (it really is your job to give and get feedback if you are a manager – this is not negotiable!).
Perhaps it is fear of an emotional reaction (although we train feedback models that keep the chances of this very small).
It may be that managers are just not sufficiently clear about the behaviours they are trying to influence in pursuit of performance.
Or it may just be the fear of trying something new, of saying different words, of picking up on things that have historically been overlooked.
The one thing I do know is that once managers start to give and get great feedback rapid progress becomes possible.