How managers use the jab method to drive performance


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A PowerPoint presentation for managers and team leaders. £ tips for improving employee engagement and driving performance

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  • Well done Andy Murray! 2013 was the year Andy won the men’s single championship at Wimbledon. The first time in 70 years that a British man has won. And as a fellow Scot born in the same city of Glasgow, I was immensely proud!
  • So how did Andy eventually gain this success. Years of training and playing have brought results, however things stepped up a gear when Andy started working with a new coach, Ivan Lendl.
  • Ivan is a eight-times Grand Slam title winner who retired from playing in 1994. Now he now coaches Andy and helps him play his best tennis for longer periods of time
  • There are many “management “ tasks that a manager has to perform. But these will not drive the performance of their team. Only coaching will do that.
  • So, what does a coach do?
  • Coaching involves different skills from managing.
  • These skills can be learned and developed
  • Only Coaching will drive performance.
  • Many organisations and managers offer “carrots” to drive performance. However, once you remove the carrot or hand it over the motivation to perform is gone. “Carrots” include salary, bonuses, prizes, and other incentive schemes. And they all cost money
  • Many organisations and managers drive performance by threats, reprimands command and control. These methods are also costly in terms of lost business and high turnover of staff/
  • The JAB method is much more successful in driving performance, and it cost very little or nothing. People are motivated to perform by the job itself and the satisfaction they gain from doing it. They are motivated if they feel that they are appreciated by their manager. And they are motivated if they feel that they are involved and what they do makes a difference.
  • Some years ago, I worked as a manager in the beer industry. This is my favourite pub, the Café Royal in Edinburgh.
  • One of my responsibilities was for the tele-sales department. These were the people who phoned pubs, clubs, hotels and bars to obtain an order for beer.
  • When I was given the responsibility for this department, I inherited a group of totally de-motivated and non-performing people. I realised that I had to do something quickly and what would work over the long term. I looked at how
  • I took several immediate actions although I knew it would take time for the changes to be effective
  • I did several things that had never been done before and naturally there was a level of resistance.
  • Some people decided not to stay and this gave me an excellent opportunity to pick some much better people!
  • Research continues to tell us that staff in any organisation want to be appreciated for what they do. Sadly this doesn’t happen in many organisations. Some managers seem to believe that you don’t need to appreciate staff who are only doing what they are paid to do. These managers do not have very successful teams.
  • Again, I instigated many small things in order to show appreciation for the job being done.
  • Simple things that cost very little or nothing at all. And some regular positive feedback costs nothing and is a huge driver of performance.
  • Research by many organisations tells us that employees what to feel involved. They want to know that what they do makes a difference, however small, in the organisation. This is another factor in employee engagement and helps drive performance.
  • Again, several new things were introduced that had never been done before. People were made to feel important and that they made a difference.
  • The results of all of this were – more sales, less absenteeism, and a happier manager.
  • Performance will only come from motivated staff, and that motivation has to come from within. High performing staff need to be self-motivated, and that will come from an environment created by coaching.
  • These three simple steps will create the environment that develops self-motivating staff.
  • Success in driving performance will only come from coaching and motivating each individual member of your team
  • For more information, please join me on these networks and buy my books worldwide from all online bookstores.
  • How managers use the jab method to drive performance

    1. 1. How Managers Use the JAB Method to Drive Performance
    2. 2. Andy Murray
    3. 3. Planning Writing reports Email Phone calls Analysing data Meetings Resource allocation Cost control Solving problems Dealing with customers Interviews
    4. 4. What does a coach do?
    5. 5. Motivating Inspiring Listening
    6. 6. Giving feedback Caring Winning Getting results
    7. 7. Drives Performance
    8. 8. Job itself Appreciation Being involved
    9. 9. Telesales Team
    10. 10. Job itself
    11. 11. Promoted supervisor to manager Team leaders Telesales Team Incentives, product promotions, team competition
    12. 12. Spent time with field sales person Product knowledge Telesales Team sessions Wine appreciation course
    13. 13. Party time on Friday Fundraising activity Telesales Team National telesales competition Make it FUN!
    14. 14. Appreciation
    15. 15. Cakes and donuts Letter from Chief Executive Telesales Team Customer events
    16. 16. Gift voucher scheme Flowers on Birthday Telesales Team Seasonal celebrations Regular feedback
    17. 17. Being involved
    18. 18. Weekly briefing meeting Sales meeting with field sales Telesales Team National Sales Conference
    19. 19. Meetings with technical engineers Encouraged Telesales Team to make suggestions Consulted on product promotions
    21. 21. 1. Spend some quality time 2. Give feedback and coach 3. Be a believer
    22. 22. SUCCESS
    23. 23. Thank You!