Why Can’T Managers Manage Poor Performance 2

3,198 views

Published on

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,198
On SlideShare
0
From Embeds
0
Number of Embeds
11
Actions
Shares
0
Downloads
27
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Why Can’T Managers Manage Poor Performance 2

  1. 1. Why Can’t Managers Manage Poor Performance? Presented by Marion Stone
  2. 2. The answer is … <ul><li>They don’t see why they should (importance) </li></ul><ul><li>They don’t know what is causing the poor performance </li></ul><ul><li>They don’t know how to address it </li></ul><ul><li>They don’t have time </li></ul>
  3. 3. <ul><li>They don’t see why they should </li></ul><ul><li>It is difficult giving bad news (particularly when you don’t know how) </li></ul><ul><li>The lack of appreciation of the impact of one poor performer on the organisation </li></ul>
  4. 4. The role of the manager <ul><li>“ Select a person, set expectations , motivate the person and develop the person.” </li></ul><ul><li>Marcus Buckingham </li></ul>
  5. 5. What happens if you don’t manage performance? <ul><li>No clear objectives and direction </li></ul><ul><li>No feedback to get people back on track </li></ul><ul><li>Low levels of training & dev (because it wasn’t identified in the first place) </li></ul><ul><li>No objective link between effort and reward </li></ul><ul><li>Low morale </li></ul>
  6. 6. What to do? <ul><li>Clarify what you expect of your managers </li></ul><ul><li>Measure them on how well they manage their team and the performance of their team </li></ul><ul><li>Educate them on the consequences for the business if poor performance is not addressed (Think lost sales, high waste, customer complaints) </li></ul>
  7. 7. <ul><li>They don’t know what is causing the poor performance </li></ul><ul><li>“ Most people spend more time and energy going around problems than in trying to solve them.” </li></ul><ul><li>Henry Ford </li></ul>
  8. 8. What exactly is performance? <ul><li>Performance takes into account - </li></ul><ul><li>The quality of the work produced (attention to detail) </li></ul><ul><li>The approach to work (behaviours) </li></ul><ul><li>Work habits (e.g. lateness, gossiping) </li></ul><ul><li>Deadlines and targets achieved </li></ul>
  9. 9. So why don’t people perform? <ul><li>Can’t </li></ul><ul><li>Won’t </li></ul>
  10. 10. Can’t and Won’t explored… <ul><li>Can’t </li></ul><ul><li>Lack of clarity </li></ul><ul><li>Don’t have the skill </li></ul><ul><li>Don’t have the right tools </li></ul><ul><li>The environment is not right (systems, processes, culture) </li></ul><ul><li>Personal issues </li></ul><ul><li>Won’t </li></ul><ul><li>I can not be bothered </li></ul><ul><li>REASONS? </li></ul><ul><li>Bored & dislike job/ manager or </li></ul><ul><li>‘ I just can’t be bothered’ </li></ul>
  11. 11. What to do? <ul><li>Have a simple appraisal process that helps you to set expectations, review progress, provide an annual review and link effort to reward. </li></ul>
  12. 12. <ul><li>They don’t know how to </li></ul><ul><li>Quite simply we avoid doing what we do not know how to do! </li></ul><ul><li>Think tax returns, cooking a gourmet meal, fixing that gutter etc </li></ul>
  13. 13. Technical Expert vs. Manager <ul><li>Manager skills now include – </li></ul><ul><li>Setting objectives and direction </li></ul><ul><li>Reviewing performance </li></ul><ul><li>Recruiting </li></ul><ul><li>Coaching/ training </li></ul><ul><li>Motivate </li></ul><ul><li>Industrial relations </li></ul><ul><li>Partner and influence </li></ul><ul><li>No wonder managers struggle! </li></ul>
  14. 14. What to do? <ul><li>Have a system </li></ul><ul><li>Train your managers </li></ul>
  15. 15. <ul><li>They don’t have time </li></ul><ul><li>Quite simply we don’t find time for those things that we do not know how to do! </li></ul><ul><li>Did you find time to watch you favourite TV programme in the last week? </li></ul>
  16. 16. What to do? <ul><li>Clarify what you expect of your managers </li></ul><ul><li>Measure them on how well they manage their team and the performance of their team </li></ul>
  17. 17. Food for thought <ul><li>“ Of all the things I've done, the most vital is coordinating the people who work with me and aiming their views at a certain goal.” </li></ul><ul><li>Walt Disney </li></ul>
  18. 18. What next? <ul><li>Leave me your business card and I will send you the slides & a detailed report entitled ‘Six steps to effective performance management’ </li></ul><ul><li>Take my business card </li></ul><ul><li>Visit my website for more information www.cornerstoneconnections.co.za </li></ul><ul><li>Sign up for an informative, free monthly newsletter on my homepage or by leaving me your card. </li></ul>

×