A survey published in Training magazine showed that employees want to discuss their Goals, Tasks and Results frequently, but most managers are not making the time to have these conversations. Here is a summarized overview.
I read some interesting research in HBR recently where 160,576 employees and 30,661 managers were studied to determine what style of management produced the most engaged, productive employees. Here is our take on the research findings:
Start by clearly defining what “done” looks like. We see far too many companies choosing Project Goals to improve their business without a clearly defined finish line of what the “100% completed” Project looks like. Or, if the Project is part of a longer-term strategic initiative, what is the specific milestone that you intend to reach by the end of this quarter?
Modern management books and articles write dismissively of the so-called “command and control” style of leadership (except of course when Steve Jobs was doing the commanding and controlling). The authors infer that the so-called “military style” of leadership does not belong in the modern business environment.
Without a doubt, the most stressful times in my management career have involved dealing with poor performing employees. What follows is an approach to help you turn things around for the better.
If you are anything like me, life seems to be getting busier and busier, and the rate of change means you feel like you are running faster and faster just to keep up. The ability to drive business execution at a rapid pace is a vital ingredient on the path to success, but if you are not careful, you can become so stuck in “busy-mode”, that you spend all of your time “doing” and not enough time “thinking, reflecting and learning”.
Let us imagine that you have just updated your strategic plan at the end of the quarter, and are about to dive into your next 90 day sprint with a handful of key projects to be implemented by your team before the end of the coming quarter.
Employee engagement surveys continually show that most employees do not agree with the simple statement, “I know what is expected of me at work.” How can someone meet the performance standards for their role if they don't even know what they are?
Industry Week posted an article about some of the common traps that leaders fall into. This inspired me to write on this topic:
What are the reasons that some teams reach their goals, while others never seem to fulfill their potential? Successful teams achieve their goals not only because of "who they are", but more often because of “what they do.”
Since implementing the RESULTS.com software, communication between staff members regarding reaching targets and goals has improved ten-fold. (There is also healthy competition with the new “gamificiation” feature!)
Tania Young – Director – BRAVEday
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