Archive for the ‘Performance’ Category
Plans Must Be Rooted in Past Performance
Performance planning is not developed in a void, nor is it based upon unsubstantiated estimates of budgets, performance and plans. Effective leadership demands plans be based upon past performance and results. By successfully implementing such plans, leaders can stimulate their subordinates to exceed normal performance expectations.
It is surprising how many managers develop annual plans and budgets without accounting for previous years’ performance and the realistic capabilities of their operational unit. Plans that lack these important elements are typically ineffective as roadmaps for achieving high output from an organizational unit.
Effective leaders understand that in order to move their unit forward, they must look at what has worked in the past and then build upon those successes. They also take proactive measures to eliminate any apparent failures and weaknesses.
This process is important for leaders to understand if they wish to motivate their subordinates to reach higher levels of achievement. Plans are not a worthless set of documents to be viewed only once or twice a year: they outline significant milestones and detail what the unit needs to do to effectively operate throughout the year. Leaders understand that performance plans lay out the path for attaining their goals and objectives.
The importance of proper planning cannot be emphasized enough: if it is to be effective and realistic, it must be focused upon prior performance of the leader’s organizational unit. Therefore, a formal review must be conducted in the following three critical areas:
Operational Performance
A formal review in this area is normally conducted on two levels simultaneously: operational and leadership. The operational review compares the organizational unit’s performance with the stated goals and objectives passed down by senior management. The leadership review compares the organizational unit’s performance with the leader’s expectations. While both levels review the same information, the leadership review is conducted from the leader’s perspective of how he or she can motivate the unit to exceed expectations.
The process of a formal review begins with a superficial selection of areas that need further examination. Particular attention needs to be paid to what did and did not work during the past year. This is where leaders can begin to develop strategies to build upon their unit’s successes and eliminate or correct any failures/weaknesses.
Leaders next need to rate the actual performance of all aspects of their organizational unit, including personnel, tasks, assignments, roles, resources and so forth. At this point, any required changes and adjustments should be noted for inclusion in future performance plans.
A final review of operational performance needs to explore the impact and affect of new trends, changes in economic conditions, and uncontrollable events on the operational unit. A thorough examination should note exactly what occurred, how it impacted the leader’s unit and how the unit responded. Any lessons learned from these experiences should also be included in future plans.
Resource Utilization
A formal resource utilization review should be conducted to determine if the leader and the organizational unit maximized their use of available resources. Typically, this review determines if the unit effectually used personnel, machinery, equipment, time, schedules and financial resources.
Leaders need to analyze the operational or production capacity of their organizational unit. This can be conducted from several perspectives, such as production, operations or administration, depending upon the responsibilities of the unit. A resource utilization review pinpoints any bottlenecks or problems that occurred in these areas.
Next, leaders must determine the causes of bottlenecks and problems, which can include inadequate scheduling or insufficient human or financial resources. The findings should be detailed and included in future planning activities.
Financial Performance
The last step in this review analyzes the unit’s financial performance. First, leaders determine how well their organizational unit worked within its budget. They will often discover problem areas that can be more deeply examined during the performance planning process.
An additional review should be conducted to look at the profitability of the organizational unit, including potential ways for it to cut costs and improve productivity. These findings should also be detailed and noted for further examination as well as inclusion in future performance plans.
If you are seeking proven expertise and best practices in performance planning to train or educate your employees to solve problems and improve their performance in this area, refer to Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series. Click here to learn more.
Related:
Six Key Benefits of Performance Management
Five Critical Steps to Maximize Performance
Measure What Needs to Be Measured
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Four Concepts Define Key Leadership Responsibilities
Managers learn the rules that define their basic responsibilities by responding to this question: “What’s wrong, and what specific steps do I need to take to fix it?” So, when senior management passes down mandates, timelines and goals, the manager’s job is to work within the prescribed corporate framework to produce results.
Leaders, on the other hand, self-direct, craft a vision, make plans, achieve goals, build cohesiveness and inspire others while holding themselves personally accountable for their area of the company. The question they respond to is: “What’s possible here, and who cares?”
A leader’s responsibilities are defined by a set of concepts and qualities that motivate people to “get on board” with his or her vision. In fact, there are four basic concepts that help leaders develop the creative energy needed to focus on everyone’s efforts, which guides all employees beyond routine thinking and performance.
Unlike a conventional manager, a leader’s responsibilities are not defined by one question. Generally, a leader’s central responsibility is to move his or her unit from a “mission impossible” to a “mission outcome” stance. This shift requires leaders to embrace multiple areas of skill and direction. To constantly move forward, they focus on specific concepts to help define their key leadership responsibilities.
Management and leadership responsibilities often overlap, but leadership is defined in a completely different context. Leaders’ responsibilities lie in four key areas: self-direction, goal achievement, flexibility and inspiring greatness in others. Leaders recognize that these responsibilities are taken care of through the four actions outlined below.
Related: Do You Have Faith in Your People?
Gain the Cooperation of Others
Establishing a cooperative spirit is the primary responsibility of leadership. This spirit drives an organization and its people to higher levels of productivity and accomplishment. For leaders to be effective they must build a cooperative effort by relying on the following techniques:
- Leaders understand basic human needs and desires and nudge people in the right direction. They know how motivation works to everyone’s benefit.
- They make emotional connections. An effective leader connects with people under their direction to build an interdependence that fosters more long-term gain than individual efforts would.
- They acknowledge the need for followers.
- Leaders understand their people. They take time to converse and ask questions that bring information, concerns, ideas and perspectives to the forefront. Then, they act positively upon them.
Listen and Learn Well
- Leaders never forget where they have been, and use their experiences to shape where they are going, and why. They place learning and listening at the top of the list in terms of building skills and ability. Learning from past errors in judgment prevents their repetition.
- They listen to everyone and everything. Leaders have their ears and eyes on every person, process and situation. They listen for ideas, impending concerns, problems, successes and unhappiness in their employees. They absorb everything and act on the knowledge gained to prevent major problems from occurring.
- Leaders seize all opportunities to make people feel successful, competent and comfortable in the work environment. Excellent leaders are not reactive, but proactive by nature.
Put the Needs of Others First
- Effective leaders separate themselves from the rest of the pack through self-sacrifice and by setting their egos aside. Good leaders are never afraid to work alongside their people to finish a project or resolve a situation.
- Leaders are flexible, slowing down or speeding up while assessing their employees’ productivity and efforts.
- Leaders understand that keeping tasks simple and obvious makes for a committed workforce. Employees desire to know precisely what is expected of them and how to complete their assigned tasks. A leader focuses on ways to make their assignments and projects more direct and clearly defined.
Performing Consistently
- By understanding that people are different, leaders solidify mutual respect and communication, and maintain openness and fairness with every employee.
- Leaders build cohesiveness through cooperative efforts by holding employees and themselves accountable. They know this is necessary to achieve their goals and ideals.
- Effective leaders realize that their actions and words must not send mixed messages. Leaders should stay the course, even under duress or in the midst of adversity. They must remain genuine and use discretion in all judgments they make. Excellent leaders will reinforce their motivation, inspiration and expectations to maintain a strong leadership position.
Related:
The Roadmap to Effective Leadership
Do You Have the Talent to Execute Get Things Done?
Your Commitment to Others Defines You as a Leader
The Importance of Intellectual Honesty
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Linking Structure to Action
Well-executed plans require organizational structure before they can be successfully implemented, and the great leaders understood this. A properly structured organization builds and drives lines of accountability throughout itself. As the former Quartermaster General of the U.S. Army, General Robert Wood [Sears] “ran the company along military lines: directors of hardware and research, for example, corresponded to army chiefs of ordnance or artillery. Channels of authority fell sheer from top to bottom, but autonomy rode down with them.” (1)
James Casey (United Parcel Service) started UPS as an adolescent, so he didn’t possess the military background that Wood had, but he “was an early and thoroughgoing advocate of what was called, in the 1920s, ‘scientific management.’ He believed efficiency produced profit. And he believed that efficiency was achieved by measuring everything – by keeping track of the cost (in time and money) of every step in the process of achieving a result – in this case, the result of successfully delivered packages that met customer expectations. Further, Jim Casey believed that whenever you found a process that improved efficiency, you made it standard practice and you supervised employees to achieve fidelity to that practice.” (2)
Wood and Casey were only a few of the great leaders who linked structure to action. Ray Kroc (McDonald’s), Sam Walton (Wal-Mart), Kemmons Wilson (Holiday Inn) and Thomas Watson Sr. (IBM) all built organizations where structure was also solidly linked to action. So did Admiral Hyman Rickover (U.S. Navy). “Rickover believed in courageous impatience. The power of unshakeable determination was critical for him, as good ideas do not get executed very often. Deciding what to do is the easy part … getting it done is more difficult. Being involved in details shows subordinates that if it’s not important to you … why should it be to them? When details are ignored, projects fail. This is not about doing things yourself; it’s about frequent reports (both oral & written) and from numerous sources (remember, he had 40 direct reports!!)” (3)
Peter Drucker observed, “Managers do not make decisions by opinions nor according to their preferences. They manage through the force of facts and not through the force of personality. ‘Bedside manners,’ I once heard Sloan say in a speech to GM managers, ‘are no substitute for the right diagnosis.’ ” (4)
- Doenecke Justus D., General Robert E. Wood: The Evolution of a Conservative (Journal of the Illinois State Historical Society)
- Nelson Douglas W. – President of The Annie E. Casey Foundation at Duke University’s Terry Sanford Institute of Public Policy – speech to the Foundation Impact Research Group Seminar, March 9, 2005
- Wacker Watts, Courageous Impatience (www.firstmatter.com)
- Drucker Peter, The Best Book on Management Ever (Fortune Magazine, April 23, 1990)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. (Majorium Business Press, Stevens Point, WI 2011)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
Seven Negative Roles and Behaviors Which Undermine Team Performance
Along with the existence of positive and constructive team roles, negative and destructive agendas can emerge that undermine the ability of individual teams to function and perform adequately.
Negative and destructive roles emerge for a variety of reasons, including personal agendas, resistance to change, immaturity, and lack of motivation and/or team leadership and management.
One of a leader’s major roles is to observe individual team members and watch for destructive and negative behaviors. When problems surface, they need to encourage the team to collectively recognize and handle them within the team environment. If this fails, it is up to leaders to take specific action with the offending individual(s).
Leaders need to be watchful for the following negative roles and behaviors within their individual teams:
Aggressor
The aggressor criticizes everything said within the team environment, and is in effect an active naysayer. He or she has the ability to block the introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a sense of intimidation. If this behavior and role is not checked it will tend to decrease the team’s overall motivation and subsequent member involvement.
Blocker
The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raised. Like the aggressor, this individual can be highly detrimental to the team effort as he or she intimidates individual members, limits their participation and decreases overall team motivation and involvement.
Withdrawer
The withdrawer holds back his or her personal participation and refuses to become active within the team environment. This individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates, which effectively limits the team’s ability to make progress on problems and assigned projects.
Recognition Seeker
The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to his or her ideas and opinions. Unfortunately, this behavior minimizes other individual team members input, which hampers overall team participation, involvement and motivation.
Topic Jumper
A topic jumper is unable to explore any specific topic in depth. He or she displays a short attention span and continually interrupts group discussions by attempting to change the subject. These continual interruptions diminish overall productivity by keeping team meetings off-focus.
Dominator
The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and minimizing behavior in an attempt to take over the team and control all discussions. The dominator will typically “hijack” the team by coercing it to pursue his or her personal agenda.
Devil’s Advocate
While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s advocate is simply a naysayer that refuses to allow the team to move forward.
Excerpt: Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series. (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD
Related:
How Personal Agendas Can Destroy a Team
The Use of Teams Requires Self-Discipline
When Performance Lags, Look to the Team Culture
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2014 Timothy F. Bednarz, All Rights Reserved
The Key Components of Virtual Teams
A team is a small number of people with complementary skills who, committed to common purpose and performance goals, hold themselves mutually accountable. Virtual teams on the other hand are teams of people who primarily interact electronically and may occasionally meet face-to-face. They include teams of people working at different geographic sites or a project team whose members telecommute.
Virtual teams effectively deal with the realities of time compression, distributed resources, increasing dependency on knowledge-based input, a premium on flexibility and adaptability, and the fact that most of the information they use is in electronic form.
They take advantage of the electronic infrastructure, which enables them to work in parallel rather than serially, having continuous access to the latest and best knowledge and information. This allows individual team members to participate from remote sites without abandoning other aspects of their work and home lives.
The flexibility of virtual teams allows them to bring new team members up to speed through the online record of ongoing work. The fact that they are able to capture their collective work electronically—often in real time—makes it easier for other teams to access their efforts.
This is important since the rationale for virtual teams centers around the differences in time and space for team members. Team members may not be physically connected, so it may not be practical to consistently travel for face-to-face meetings. The fact that individual team members may be working in different time zones and work shifts poses additional challenges for leaders who manage these teams.
Skill Sets
There are four basic components for the success of virtual teams:
- The selection of the right team members
- Identifying and communicating a clear and common purpose
- Developing an appropriate high-performance technical infrastructure
- Ensuring that the organizational culture supports the information sharing required by the team
Selection of the Right Team Members
Best practices in the management of virtual teams derived from the review of a number of corporate case studies reveal that the virtual team environment is not for everyone. Not all individuals are equally adept at handling the uncertainty and responsibilities associated with virtual teams. Past participants who require a significant amount of structure in their work environment have reported feeling lost in this type of less structured work environment. For the right candidate, virtual teams can provide the freedom, flexibility and challenge to maintain his or her interest.
Managers should choose individuals for virtual teamwork carefully. Individual team membership should be based on the core competencies needed to achieve the desired outcome. However, in selecting the right candidates, qualities like responsibility, dependability, independence and self-sufficiency crucial to the viability of virtual teamwork should be considered. Individuals who possess the needed skills and appropriate temperament should be recruited regardless of standing or title within the company. In many cases, an employee’s manager on one project may be their staff on the next. The bottom line is that virtual teams are developed based upon the skill sets best suited to meeting the project’s requirements.
The Virtual Team Concept
Virtual teams typically follow a three-part model, the components of which capture the essential qualities of successful virtual teams. They represent the capabilities and behaviors needed to succeed in complex knowledge work in virtual environments. The three components include:
- People
- Purpose
- Links
People
People populate small groups and teams of every kind at every level.
Purpose
Purpose holds all groups together, but for teams, the task that expresses the shared goal is the purpose. The purpose should be defined according to the cooperative goals set at the beginning of any successful teaming process. Interdependent tasks enable teams to accomplish the desired purpose initially defined with outcomes and measurable results at the completion of the project.
Links
Links are the channels, interactions, and relationships weaving the fabric of the team as it develops over time. The greatest difference between conventional teams and virtual teams is the nature and variety of their links. It is what makes virtual teams distinctive. The electronic infrastructure accessed by virtual teams makes their distance-related interactions possible.
Trust in Virtual Teams
The world of virtual teams has many benefits in bringing together people of talent, providing international perspectives and saving a corporation the expense of physically bringing the team together.
However, virtual teams can’t work together until trust is established between its members. The dilemma faced by leaders is how team members build trust when they seldom if ever get a chance to meet the other person and observe their actions and behaviors. Before trust is established in virtual teams, individual team members must be able to answer three questions about one another:
- Value – Do you have anything to offer me?
- Commitment – Can I count on you?
- Thoroughness – Will you get it straight?
Value
The initial conversation with a team member is the first place that value is displayed. Before any discussions and dialogue take place, qualifications of all team members should be shared with the team. This may be in the form of a resume, profile or professional listing that all can access.
Individual team members should be encouraged to communicate with each other and learn more about each other’s jobs, their personal goals and what they want and need from each other.
Leaders should inform team members that because most communications will take place electronically, their tone of voice, energy level and enthusiasm does much to transmit the value they are bringing to the team.
Commitment
Participation on a virtual team means that an individual’s work and contributions are not readily observable. This degree of freedom comes with added responsibility for individual team members. There is no one there to appreciate the efforts that one person is contributing to a project. The question becomes whether individual team members are committed to the success of the team. Other team members can only judge by what is related and shown to them. Team members need to be accessible, especially through instant messaging, to remind other team members that they are on the job.
Delivering large projects in smaller pieces is also advisable. Due to geographic constraints, personal commitment to the success of a virtual team takes additional work and increased expectations. It is up to team leaders to monitor the activities and output of individual members to ensure that all are committed to the success of the project.
Thoroughness
In the virtual world the most common response to something going wrong is silence. The burden of any mistake is more likely to fall on the absent person who “didn’t get the job done.”
Virtual team members must take control of their circumstances, double check and follow up more than in a face-to-face world. They must listen for concerns and questions from other team members. They must advise other team members of potential problems before they occur. Attention to minor details is more critical on virtual teams, since they can readily turn into major perceived problems by the rest of the team.
Once trust is established on a virtual team, its benefits will be realized. Things will work more smoothly with everyone sharing a positive attitude. The team will be more productive, respond to more significant opportunities and grow in both capabilities and confidence.
Excerpt: Managing Virtual Teams in the Global Economy: Pinpoint Leadership Skill Development Training (Majorium Business Press, Stevens Point, WI 2011) 19.95 USD Related:How Personal Agendas Can Destroy a Team
The Use of Teams Requires Self-Discipline
When Performance Lags, Look to the Team Culture
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
Six Key Benefits of Performance Management
Managers are inundated with a high volume of information and required to make multiple decisions daily. It is often difficult to be fair and consistent in decisions when the manager is operating on a reactive rather than proactive basis.
Performance management gives managers a specific set of parameters to make decisions and act in an active rather than passive mode. This allows them to take the initiative by making quick and effective decisions that positively impact their unit’s efficiency, profitability and overall performance.
Managers who utilize an effective performance management process and program will find that rather than complicate their lives, their jobs are made much easier. Decision-making is greatly simplified by performance management, as it provides a specific set of established parameters with which to make consistent and focused decisions that move the unit forward to the achievement of its goals. These parameters include:
Alignment of Goals and Objectives
The overall purpose of performance management is the alignment of unit/department goals and activities with the overall goals and objectives of the company.
The role of the manager is to ensure that all goals and activities of his or her individual employees directly contribute to the overall success of the unit. In this capacity, the manager establishes the individual goals and targets to assure that the overall objectives are obtained. Once this has been accomplished, any decisions to be made regarding the performance of individual employees must be made with each of their goals in mind. Managers are able to make decisions to ensure that every action and activity an employee makes advances him or her toward the accomplishment of their unit’s goals.
This decision-making parameter prevents individual employees from becoming “loose cannons,” ignoring their unit and company goals and performing in a way they view as expedient. It keeps the employees in line and focused. It also allows managers to fairly and consistently manage and evaluate individual performance against overall team goals.
Focus on the Target Market
Most corporate goals and objectives are designed to move a company forward, while maximizing the utilization of human and physical resources to enhance productivity, efficiency and profitability. In this pursuit, companies are increasingly gearing specific products and services to profitable niche markets where they can gain a competitive advantage.
The use of performance management techniques allows managers to redefine or refine the target market so that it is aligned with the objectives established by senior management. As a decision-making parameter, managers can guide and direct employees through plans to better focus their efforts on these intended niche markets.
As markets are increasingly more competitive, rapid changes and shifts in marketing strategies are often required. The use of performance management criteria allows managers to shift their people’s focus and ensure all decisions they make are consistent with this impetus.
Guidance
The company’s mission statement, goals and objectives provide guidance to the manager and the basis for their performance management program. Additionally, these provide managers with specific parameters with which to guide and direct their own actions and those of their employees, while also giving them the guidance they need when making decisions. There will be times when senior management may need to clarify issues and concerns, but the progression of goals and objectives should flow smoothly from senior management to the individual employee.
Benchmarks for Performance
One of the keystones of performance management is the ability to benchmark the individual work of each employee. These provide managers with the tools to monitor and evaluate performance as well as the basis for any decisions and actions that must be made.
The specific performance of an employee influences all decisions a manager makes concerning that individual. An employee performing at a high level will be given more leeway in the decisions made about him or her since results are being produced. A poorly performing individual will have more stringent decisions made about him or her.
Pinpointing Performance Problems
The use of specific metrics in a performance management program allows managers to make decisions regarding performance breakdowns. Initially, it allows the manager to pinpoint problems and take the proper corrective actions to immediately rectify them before they become a major issue.
Providing Focused Feedback
Performance management allows managers to make decisions and focus their feedback on issues directly related to the achievement of the individual employees goals and objectives. Any other issues distracting the employee that don’t contribute to the unit or department’s performance can be quickly and effectively handled and eliminated.
Excerpt: Performance Management: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011)
Related:
Five Critical Steps to Maximize Performance
Performance Plans Create Results and Maximizes Performance
Objectives Allow Managers to Focus on Obtaining Results
For Additional Information the Author Recommends the Following Books:
Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series
Maximizing Financial Performance: Pinpoint Leadership Skill Development Training Series
Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved