This is the age-old question that managers say day after day. Ultimately there's just one answer; REALLY know your people. As a manager with several hundred employees, sometimes it's difficult to really, really know who your people are, what they believe in and how they use those traits in their day to day activities. New managers typically manage small organizations which tends to allow for personal management, coaching and growth of their employees resulting in very loyal employees. However as that manager increases in rank, their employee pool becomes much larger, and increasingly harder to keep in touch with.

In this environment it's easy to understand how a manager loses track of employee needs. Surely you can rely on direct reporting managers to make those observations and provide that information, but do those managers effectively portray what their employees are telling them, or do the employees feel comfortable talking directly to their manager.

What I found beneficial over the years was to maintain that intimate employee relationship regardless of your management level by utilizing 1:1 conversations with a percentage of your staff; providing a view of what they’re are really thinking. Let somebody outside your close circle choose the employees you will meet with to make sure a random group are being targeted, and that they're not being targeted for any particular reason. During this 1:1, engage with them on open discussion, no agenda, no stripes (meaning management levels are removed) and make sure that they feel comfortable opening up to you. You might get some feedback if this is a new process, but over time they will start feeling comfortable with this type of conversation.

Your hopeful outcome is to get to know what works well and where improvement can achieve significant benefits by using employee input. Visible enhancements in your employees work environment will become noticed and your organization will forever reap the benefits of productivity and loyalty.

My two cents… The Coach..

 

Jeff Arnold

Employee Management

Let’s talk mid-year performance reviews.  We will embark on a mid-year review with all employees and their managers in the near future.  Performance reviews are another thing that means so much but is always incorrectly prioritized.  We should look at the time it takes to do the preparation, reviews and follow-up as an investment of time that has an exponential payback.

Since I am confident that we will be going there anyway, I want to provide some guidance to everyone on my views of approaching a performance review.

1. This is your review and not your managers.  Make sure you go into the meeting understanding what you want to get out of it.
2. Bragging is allowed during performance reviews.  Be clear about your accomplishments.
3. Solicit input from your customers and stakeholders, even members of your project team.  Let others tell your story.  Be sure to present this at your review.
4. Always expect, or solicit constructive feedback that you can use to grow.  None of us are perfect; we should be open to constructive criticism and identify ways to improve.
5. Be sure you understand each objective, how it is being measured and how you can meet AND exceed the objectives.
6. Challenge yourself.  Ask your manager to include some personal objectives that both interest you and will encourage you to learn something new or reach a higher plateau of your career.
7. Ask for a career coach or mentor.  This is a critical element to taking that next step up the ladder.  Together with a coach you will be able to grow into the different responsibilities that new positions require.  The book “What got you here wont get your there” is exceptional at explaining the concept.

 

These are just a few things to note when approaching performance review time.  If you want that great review, big raise, promotion you will have to prepare and present your position at this meeting.

Enjoy and have fun.

 

The Coach

Employee Management