4 Steps to Discussing Under-Performance

TELL™ Them What’s Gone Wrong

(click below to view the video or read on if you’d prefer!)

For many, December is synonymous with Christmas. For others, Hanukkah is the highlight of the last month of the year. But, in the office, for millions around the world, December is the month of performance evaluations. For this reason, I am dedicating this last article of 2015 to discussing the dreaded issue of under-performance.

While many team leaders forget to say ‘thank you’, what many really struggle with is appropriately addressing under-performance. If you’ve just gone "hmmm" then you know what I mean: how uncomfortable the prospect of such a conversation makes you. Well, let me suggest to you that you are not alone: those folks who under-perform typically know that they are not doing well and they too feel dreadful. So how about putting an end to both your and their misery and finding the words to finally tell them what’s gone wrong?

So let me offer the TELL™ model, a 4-step process to assist you with preparing for and then having that delicate conversation around under-performance which does not end – just – in tears.

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Top 5 Tips to Motivate and Retain Talent

A Template for a Constructive Performance Assessment

(click below to view the video or read on if you’d prefer!)

In this last offering of 2013, I am returning to the topic of performance assessment as many of you will be presently engaged in performance appraisals, whether as recipients or as managers. Frequently in the two capacities. Let me say this upfront: when it comes to the management of their performance, there is now ample evidence that staff members have shifted from being passive recipients to active agents. Indeed, it’s not just Gen Y – employees everywhere and of every generation expect more: more involvement, more accountability and more recognition. staff expectations

Indeed, a recent Gallup poll of over 1 million employees showed that the number one reason people quit their jobs is dissatisfaction with their immediate manager. Have you heard the saying "People leave managers not companies"? Well, we now have ample statistics to back up this statement. And so, for managers, enforcing performance standards in a command and control sort of way no longer works. Managers are now expected to provide ongoing feedback, including positive comments, and for their negative messages to be put forth in a constructive and balanced fashion with a view to guide and inspire, rather than to scold and then provide ready-made solutions.
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5 Steps to Leading Others through Change

Help Them to SHIFT™

(click below to view the video or read on if you’d prefer!)

Welcome to chapter two of my two-part series on change! Last month, the onset of autumn provided the inspiration to look at how we cope with change, that challenging constant at home and at work.

I shared with you the VEER™ model, a 4-step process to assist you with coping constructively with change so it’s not so draining, either mentally and physically. It was my hope that VEER™ might enable you to manage yourself better through change and even discover how to benefit from it! If you missed VEER™, you can find it here.

Now that you are able to handle change constructively for yourself, how about helping others manage change? If you are a line manager, how about leading your team through change?
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3 Simple Ways to Motivate your Team

Secrets of Team Effectiveness

(click below to view the video or read on if you’d prefer!)

I am publishing this article just as the Olympics conclude here in London. Did you watch the Games? Or better yet, did you have a chance to go to any of the Olympic venues and be part of that unique event that is the Olympic Games?

In last month’s article, I shared with you a simple method to optimise your performance. It’s called GOLD™ and, if you missed it, you can catch it up by clicking here.

During the Olympics, star performers winning gold got a lot of attention but the Games also featured many collective events in which small and big teams competed. And so, in this article, I thought I would take a look at the dynamics of collective rather than individual performance and try to answer the question: "how can you as a manager get the best out of your team members?"

To get you going, may I suggest you take a short self-quiz? You can access it here: Are you good at motivating others?

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