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Posts Tagged ‘accountability’

Improving Performance-A Value Proposition

Welcome to our new readers and my appreciation to those of you who have returned for more! As promised this post is about improving performance by making it the centre of attention through consistent and timely communication.

Executive coaching focuses on helping us find results based solutions through the process of our own growth and skill development. As we evolve we take that new confidence into the workplace and begin to help others improve their performance. It starts with us, and one of the things that executive coaching offers is insight to how we learn and change that will help us in guiding others through their own performance improvements.

I have experienced performance management from many different angles and so many different methods in my career so what I am proposing here based on years of experience, observation, research and outcomes. Optimal performance is critical to the success of any organization, if you get the performance conversation right, the ‘engagement’ factor that is garnering so much attention lately will take care of itself. Engagement is not a program, it is an outcome of a workplace culture that understands and values the contributions of the people who work there. Create a culture of accountability, trust, and consistency and make sure that performance is a natural part of the workday chat.

There are three absolutes that have been consistently proven to create the best outcomes in my adventures in performance management:

(1) Your communication style will make or break effective performance discussions.

(2) Timeliness is not optional.

(3) Participation by all parties is mandatory.

Do the three absolutes resonate with you? Do you practice them consistently at work?

Try this exercise:

  1. Jot down the number of times you have interacted with an employee in your organization (regardless of where in the organization) in the last three days and offered some form of performance related comment. Consider colleagues, peers, boss, support staff etc. And, jot down when someone else in the organization offered some form of performance related comment to you.
  2. Who were they? What was the nature of the comment?  What response did you get from the employee you spoke with?
  3. Now think about the last time you conducted (or was the recipient of) the annual or quarterly or semi-annual formal review-what did that communication feel like?
  4. Did anyone seem surprised by what you communicated? Were there disagreements about your review content? Did anyone express appreciation for how helpful they found your performance communications over the previous period in their work?
  5. Does performance review time feel like a burden in your workplace? If you were unable to recall even one performance related discussion in your workplace in the previous three days it is time to get started.

How committed are you to changing that going forward?  

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Kick Start Performance Today!

Even when we work in organizations that have traditional performance review programs we can easily create our own practice that works well despite those programs. The key is within the absolutes, and that is something that you do have control over. It begins with you changing how you view and approach performance results in your work every day. And it requires consistently operating with the core values in mind.

Image courtesy of imagerymajestic at FreeDigitalPhotos.net

 

Values Based Leadership ROI

Welcome back. As promised we are going to talk about operating outside our comfort zone. Most leaders operate outside their comfort zone at different points in their career and how successful the outcomes are depend on how prepared we are to take that leap into the unknown. It requires us to accept that we will be inviting some degree of distributed leadership to be available. It also requires that as a leader you must expect accountability from others and be clear and consistent on that.

If that sounds like a recipe for increasing stress, read on!  One of the best arguments for values based leadership in organizations is that it creates a culture of accountability and allows for distributed leadership. Leaders who operate primarily from a control format, putting rules and policies into place in an attempt to reduce the unknowns will feel quite challenged by this idea.

Values-Based Leadership Delivers ROI

The rewards for creating a values-based leadership practice are significant and the process for shifting an organizational culture to one of accountability and values based decision-making requires a commitment to change. The rewards are significant. Values-based leaders find they are free to attend to the responsibilities of their role, keeping the vision focused forward, making important connections, and creating strength in the marketplace. They are able to trust that the employees in the organization are providing the customer service that is expected and required. They are comfortable with a defined level of distributed leadership because they are committed to the core values and have ensured that the values are communicated, understood and utilized throughout the organization. They trust that decisions are made based on the core values.

In a recent talk at a meeting of local business owners in Vancouver, WebNames President Cybele Negris credited much of her executive success and the growth of the business to values-based leadership. She noted that because she is able to trust her team to be accountable she is free to focus on continuing the growth of WebNames.Cybele strongly believes in values-based leadership and the continued success and growth of WebNames is a testament to the return on investment of this executive style of management.

In our next post we are going to talk about improving performance by making it the centre of attention through consistent and timely communication.Be sure to join us next week and share your thoughts on the state of performance management in organizations today.

Questions To Consider:

How often do the leaders in your organization use the core values as the decision point for actions? Do employees in the organization observe that decisions, both positive and negative are true to the core values? Are the core values and how those values are experienced in action understood consistently by everyone in the organization?

 

 

 
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