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The Art Of Managing Employee Expectations
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The Art Of Managing Employee Expectations

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  • 1. The Art of Managing Employee Expectations What Savvy Leaders Do Dawn G. Lennon, principal Big Picture Consulting
  • 2. The Challenge
    • Wrestling with your own expectations
    • Understanding employee expectations
    • Meeting the business expectations of:
      • Your boss
      • Your board
      • The community
  • 3. How it all starts
    • The business needs talent
    • The candidate needs a job or wants to advance
    • Both parties agree to terms—title, salary, hours, work location
    • The deal is done
  • 4. Business Expectations
    • The employee
      • can and will do the job well
      • has a good work ethic
      • understands that this is a business
      • accepts the reward system
      • will build capabilities
      • will accept change
  • 5. Employee Expectations
    • The business will:
      • adhere to the job description
      • train/develop them
      • provide effective supervision
      • have fair policies
      • treat them respectfully
      • care about them
      • provide opportunities
      • do what it says
  • 6. What goes wrong?
    • The business leaders focus on the business.
    • Employees focus on themselves.
    • No one focuses on the relationship between the two.
  • 7. The Sounds of Disappointed Expectations
      • “Not another one of these assignments.”
      • “I’m bidding on another job posting.”
      • “I want/need more training.”
      • “My job is boring/tedious/stressful.”
      • “My appraisal rating wasn’t fair.”
      • “I should have gotten that promotion.”
      • “How long am I going to be stuck in this job?”
  • 8. Tools for Managing Expectations
            • Explanation
            • Education
            • Information
            • Dialogue
            • Feedback
            • Inquiry
  • 9. Getting Started: Step 1
    • Explain the state of the business
      • Define the business realities affecting employees
      • Explain how together you make a difference
      • Show how each job adds value
  • 10. Getting Started: Step 2
    • Teach the business model
      • Produce/grow revenue
      • Control/reduce costs
      • Serve customers/stakeholders
      • Attract/retain employees
      • Achieve mission and goals
    • Align employee performance with results
  • 11. Getting Started: Step 3
    • Support individual development
      • Provide performance feedback
      • Build capabilities
      • Mentor
      • Set stretch goals
      • Provide growth assignments
      • Develop leadership
  • 12. Focus Expectations
    • Savvy leader’s help employees understand that:
      • The business and the employee are invested in each other.
      • There are no guarantees only opportunities.
      • The business wants them to grow and will help.
      • A successful business is the result of each employee adding maximum value.
  • 13. Business Fitness: The Savvy Leader’s Secret Sauce
    • Business fitness gives employees control of their :
      • job/career choices
      • growth/development
      • connection to the business
      • future
  • 14. How to Achieve Business Fitness: Private Moves
    • Stay well.
    • Stay focused.
    • Stay current.
    • Stay connected.
  • 15. Business Fitness: Public Moves
    • Attract a following.
    • Take the lead.
    • Implement new ideas.
  • 16. Results of Managed Expectations
    • Satisfied employees who are:
      • engaged
      • working at and building their capability
      • motivated and innovative
      • energized
      • adding value
      • committed
  • 17. Managing Employee Expectations
    • Teach them how the business operates
    • Show them how they impact the business by adding value
    • Address individual expectations
    • Help employees become “business fit”
    • Provide lots of specific feedback
    • Reinforce options