I recently spent the day with two groups of mid-managers, helping them become more comfortable with EOS®, improve their leadership and management skills, and create more accountability. Late in the day, while teaching five important disciplines used by great managers, we had some terrific dialog about providing feedback to employees. The group easily understood the importance of giving both positive and constructive feedback to employees, and about the need to do so quickly (within 24 hours). What they were struggling with was the “how.” In other words, how, exactly, do you give someone negative feedback that is CONstructive rather than DEstructive?
This is part 2 of a two-part series. Read part 1 of the series.
Performance management is an ongoing challenge in most organizations. Managers spend hours huddled over spreadsheets, analyzing employee performance metrics, looking for ways to improve performance and boost production. When mistakes happen – and they do happen – the bulk of the blame is often shoved off onto the employee.
What leaders often fail to acknowledge is their role in the errors. Here are two ways leadership can develop employees for greater performance.
At a recent business luncheon, a CEO was asked how many people work in his company: “About half of them,” he responded.
Sadly, this glib comment validates what Gallup has been stating for years. Employee engagement levels have hovered around 30% since about 2000, with the most recent statistic at 32% in 2015.
Engaged employees are enthusiastic about their work, dedicated to the success of the company and willing to go the extra mile to ensure it succeeds. They can take a company from good to great.
Are you willing to become your best?
Instinctively, most business leaders would answer Yes to this question. Why on earth would anyone say No? The challenge comes when small business leaders are put to the test—in the heat of the moment of the day-to-day grind. This is when shortcuts are taken to ease tension and pain. Because after all, everyone is overwhelmed.
You may have inherited, hired, or promoted people who you’ve recognized and rewarded for exceptional production and output—only to hear rumblings that they're getting those results in ways that damage your company’s reputation, aggravating fellow team members and undermining everything that you’re trying to accomplish for the long term. These are usually me-first versus we-first people who put their interests before the Core Values of the organization.
In the meantime, they continue to produce results, but they get those results in ways that go against the company culture. In other words, while they are highly productive short-term, they're killing your company long-term.