• To improve employee productivity and performance• Understanding why people don’t always perform up to your expectations• What to do about it
• What employee productivity and performance issues come to mind?• What would you say is the root cause of these issues?• How do you currently handle these issues?
According to a Gallup Organizationstudy: – 29% are engaged – 54% are not engaged – 17% are actively disengaged
An "engaged employee" isone who is fully involvedin, and enthusiastic abouttheir work, and thus willact in a way that furtherstheir organizationsinterests. Source: Wikipedia
• Business performance (growth)• More effective + efficient = productive• Money is lost through employee issues: – Bad estimates – Poor production or installation – Missing deadlines – Treat customers poorly
Getting results through others When you do things yourself, you are atechnician, when you get things done through others you are a manager.
1. Believe it…own it2. Learn how to improve performance3. Changing your own behavior
• Your employees are your score card; their success or failure reflects upon you• A managers reason for being is to help their employees be as successful as you need them to be• Part of your job is to improve employee performance
Most management training revolves aroundtwo main themes: – Motivation & Attitude Your job is to make sure your people are happy and motivated and that they have a “positive” attitude.
• Treating the problems or the symptoms? – Trying to motivate – Attitude adjustments – Through money
• Clearly both play a role in performance• How can we use them to improve performance? Become an amateur psychiatrist?
• Because your solutions are not related to the problems• What are the real causes of employee performance issues? There’s a top 10 for that too!
1. Think they are 6. Think their way is performing better2. Don’t know what to 7. Think something is do more important3. Don’t know how to 8. Consequences affect do it performance4. Don’t know why 9. Fear5. Obstacles 10. Incapacity
• When asked “why people don’t perform?”…How did you answer?• The majority of managers lead with putting the blame on the employee
• They think they are doing it• If your employees have no idea how they are doing they have no reason to change• Tell them… Behavioral Coaching: Feedback
Behavioral Coaching andproviding effectivefeedback is the fastest andeasiest way to improveemployee performance.
• They don’t know what they are suppose to do and/or what is expected of them• Four components to not knowing: 1. What specifically to do 2. When to begin 3. When to end 4. What “finished” looks like
• What should you do about it?• Tell them; but how? Position Descriptions and Delegation Agreements
• They don’t know how to do it• Show them• How do you show them? Documented Systems + Training
They don’t know why they should bedoing it – Why are we doing this work? or Why are we changing? – Do they know the importance of their work? – How it fits in to the big picture?
• What should you do about it?• Tell them; Effective Communications • Meeting Rhythm – Inspirational Communications – Staff Meetings – Employee Development Meetings • Behavioral Coaching
• There are obstacles beyond their control• Remove them• How do you do that? Daily Huddles & Employee Development Meetings
• They think your way will not work / think their way is better• Convince them• How do you do that? Documented Systems & Employee Development Meetings
• Occurs when you are describing work from memory vs. operation manual• If you are changing the work• They must believe you… QUANTIFICATION
• They think something else is more important (unsure of their priorities)• Most jobs include a myriad of things that can be done at any moment in time
• How do your employees know what their highest priorities are?• Tell them• How do you do that? Effective Communications Meeting Rhythm
• Consequences affect whether they do what they are supposed to do• Behavior is a function of consequences• Change the consequences and performance will follow• How do that? Behavioral Coaching
• Employee comes to you and says they are stuck or behind schedule.• What do you do?• Is this a positive or negative consequence for the employee? Positive Consequence
• You go to your “best” employee and give her a big special project• What do they do?• Is this a positive or negative consequence for the employee? Negative Consequence
• Fear – they anticipate future negative consequences• Change the consequences Behavioral Coaching
• Incapacity – personal limits• Need the “Right” Person• How do you do that? Systems: Recruiting & Hiring
• Why do managers fail to improve performance?• Their solutions rarely address the cause of the performance issue.• When solving a performance problem where is the best place to start? The most obvious.
1. Think they are 6. Think their way is performing better2. Don’t know what 7. Think something is to do more important3. Don’t know how to 8. Consequences affect do it performance4. Don’t know why 9. Fear5. Obstacles 10. Incapacity
“Pay enough so that money isn’t an issue, then give your employees: • high recognition • autonomy, and the • opportunity to learn and grow, and watch them excel.” http://www.ted.com/talks/dan_pink_on_motivation.html
• Grow your people (talent): – Engaged employees – Improved culture – More effective – More productive – Improved employee performance Improved business performance