If you think that ‘managing performance’ is synonymous with ‘bossing others by telling them what to do,’ your dream of leadership will soon implode into a fool’s nightmare. Without influencing skills and measuring skills there is no management and there is rarely performance, but these skills are hollow if you have not confirmed that your people understand what is expected of them.
Even if you’re a master statistician and your Pied-Piper talents are magnetic, you must continually sharpen the communication skills necessary to ensure your team understands what is needed. Aspects of our work change constantly; this drives the need to relentlessly adjust expected performance and its results.
Regarding the Communication of Job Expectations:
Don’t forget to share them!
Simplify explanations of organization goals and how they are connected to job expectations and reference materials so employees can maintain the big-picture direction of what the team is working to accomplish.
Answers to these questions drive many adults, but they are asked in different ways. Listen, translate, and answer! “Why are we doing this specific thing?” or “How is this helping?” or “How much creativity can I initiate?” or “What will I get if I make the effort to excel in this?”
Confirm each employee receives and understands regular changes in process and direction, so they can make good judgements that remain aligned to company needs. Typically, until people hear or see something eight times, they don’t fully get it.
As my friend Dennis said in his blog last week, “When you are upfront about expectations and performance, if you display to [employees] you care and are supporting, if you are honest, and you are willing to clearly communicate openly, then it is no longer your responsibility to do their jobs. They will know clearly who is responsible.”
Need a sounding board or some ideas to help you with influencing excellent performance? Pepperbox Solutions is just a phone-call away.