wasted. You should take care to observe the employee often to find out how they work and where they may be making mistakes. Business can not operate this way. Well, they can and they do but we all pay the cost. Isn’t it easier to make effective communication a priority; spend time helping employees find the best tools; giving them access to the best resources, and helping them find reasons and incentive to put forth more than the minimum level.

Lest we forget, managers are employees too. If you are doing the things listed above, are you putting forth more than the minimal effort?

Keeping your eye on the business and improving employee performance at the same time can be a challenge; that is why performance management is so important in organizations. By its very definition, performance management contributes to the development of individuals and teams in order to achieve higher levels of organizational performance.

• Do you have the skills and ability to coach employees toward peak performance?

• Are employees clear on what is expected of them, do they have the tools to continuously upgrade their skills and develop their potential?

Employees may never reach their full potential until you first learn how to establish performance goals, clearly communicate expectations, identify the gaps between where an employee is today, the gains that are needed, and design a plan for how to get there.

Performance management can not be a once-a-year event to be ceremoniously concluded by the completion and filing of a form. What good does it do an organization to have completed forms that only document lack luster performance? True performance management is more than tracking and monitoring what is. It must become an everyday conversation and relationship building process that managers initiate to create what can be. The power of the process is realized when employees are clear about what’s expected of them and managers use it as a collaborative tool to reach goals, and optimize performance.

Performance is the one thing that every company wants from its employees. After all, isn’t that what they are paying for? Conducting review sessions that do not better enable or inspire improved performance just add to the costs.

In his book Supermotivation, Dean Spitzer listed the following statistics:

• 50% put in enough effort to keep their jobs
• 55% of employees not engaged
• 9% see connection between job and work
• 8/10 looking for new jobs
• 80% could perform better
• 33% believe that management communicates effectively
• 39% trust their senior manager

With stats managers might want to explore performance improvement strategies; focus on employee development, find cross-training opportunities, provide more challenging assignments, and provide continual feedback. You can’t just go to the employee when something is wrong – that is too much time and energy wasted. You should take care to observe the employee often to find out how they work and where they may be making mistakes. Business can not operate this way. Well, they can and they do but we all pay the cost. Isn’t it easier to make effective communication a priority; spend time helping employees find the best tools; giving them access to the best resources, and helping them find reasons and incentive to put forth more than the minimum level.

Lest we forget, managers are employees too. If you are doing the things listed above, are you putting forth more than the minimal effort? I

yees may never reach their full potential until you first learn how to establish performance goals, clearly communicate expectations, identify the gaps between where an employee is today, the gains that are needed, and design a plan for how to get there.

Performance management can not be a once-a-year event to be ceremoniously concluded by the completion and filing of a form. What good does it do an organization to have completed forms that only document lack luster performance? True performance management is more than tracking and monitoring what is. It must become an everyday conversation and relationship building process that managers initiate to create what can be. The power of the process is realized when employees are clear about what’s expected of them and managers use it as a collaborative tool to reach goals, and optimize performance.

Performance is the one thing that every company wants from its employees. After all, isn’t that what they are paying for? Conducting review sessions that do not better enable or inspire improved performance just add to the costs.

In his book Supermotivation, Dean Spitzer listed the following statistics:

• 50% put in enough effort to keep their jobs
• 55% of employees not engaged
• 9% see connection between job and work
• 8/10 looking for new jobs
• 80% could perform better
• 33% believe that management communicates effectively
• 39% trust their senior manager

With stats managers might want to explore performance improvement strategies; focus on employee development, find cross-training opportunities, provide more challenging assignments, and provide continual feedback. You can’t just go to the employee when something is wrong – that is too much time and energy wasted. You should take care to observe the employee often to find out how they work and where they may be making mistakes. Business can not operate this way. Well, they can and they do but we all pay the cost. Isn’t it easier to make effective communication a priority; spend time helping employees find the best tools; giving them access to the best resources, and helping them find reasons and incentive to put forth more than the minimum level.

Lest we forget, managers are employees too. If you are doing the things listed above, are you putting forth more than the minimal effort?

onversation and relationship building process that managers initiate to create what can be. The power of the process is realized when employees are clear about what’s expected of them and managers use it as a collaborative tool to reach goals, and optimize performance.

Performance is the one thing that every company wants from its employees. After all, isn’t that what they are paying for? Conducting review sessions that do not better enable or inspire improved performance just add to the costs.

In his book Supermotivation, Dean Spitzer listed the following statistics:

• 50% put in enough effort to keep their jobs
• 55% of employees not engaged
• 9% see connection between job and work
• 8/10 looking for new jobs
• 80% could perform better
• 33% believe that management communicates effectively
• 39% trust their senior manager

With stats managers might want to explore performance improvement strategies; focus on employee development, find cross-training opportunities, provide more challenging assignments, and provide continual feedback. You can’t just go to the employee when something is wrong – that is too much time and energy wasted. You should take care to observe the employee often to find out how they work and where they may be making mistakes. Business can not operate this way. Well, they can and they do but we all pay the cost. Isn’t it easier to make effective communication a priority; spend time helping employees find the best tools; giving them access to the best resources, and helping them find reasons and incentive to put forth more than the minimum level.

Lest we forget, managers are employees too. If you are doing the things listed above, are you putting forth more than the minimal effort?

>50% put in enough effort to keep their jobs

55% of employees not engaged

9% see connection between job and work

8/10 looking for new jobs

80% could perform better

33% believe that management communicates effectively

39% trust their senior manager

With stats managers might want to explore performance improvement strategies; focus on employee development, find cross-training opportunities, provide more challenging assignments, and provide continual feedback. You can’t just go to the employee when something is wrong – that is too much time and energy wasted. You should take care to observe the employee often to find out how they work and where they may be making mistakes. Business can not operate this way. Well, they can and they do but we all pay the cost. Isn’t it easier to make effective communication a priority; spend time helping employees find the best tools; giving them access to the best resources, and helping them find reasons and incentive to put forth more than the minimum level.

Lest we forget, managers are employees too. If you are doing the things listed above, are you putting forth more than the minimal effort?

Dealing with Bankers and lenders
This information, excerpted from the book, "Understanding Small Business", to be published in the fall 2005, is used by SCORE in business counseling. For details contact your own banker.At some point every business must borrow money. Prepare yourself before you meet with prospective lenders and understand what lenders are looking for.The size of the investment. One major question is "How much"? Bankers consider some industries riskier than others and require more equity or collateral. The borrowers credit strength, quality of the business plan

wasted. You should take care to observe the employee often to find out how they work and where they may be making mistakes. Business can not operate this way. Well, they can and they do but we all pay the cost. Isn’t it easier to make effective communication a priority; spend time helping employees find the best tools; giving them access to the best resources, and helping them find reasons and incentive to put forth more than the minimum level.

Lest we forget, managers are employees too. If you are doing the things listed above, are you putting forth more than the minimal effort? If you say that you think about performance management after you get your other work done, I have to ask you, what work could be more important that ensuring the guiding the organizations most valuable asset? You need people to sustain the viability of the corporation.

There are seven performance enhancing strategies that you might try in service to the employee. Ultimately they are responsible for their actions but they also need you to:

Assess performance, identify competency gaps, and then define performance objectives in precise and demonstrable terms.

Communicate expectations, roles, and responsibilities through performance discussions that simultaneously build relationships, improve performance, commitment and accountability.

Coach employees in a way that corrects performance deficiencies, reinforces appropriate behaviors, teaches new skills, and inspires them to higher levels of performance.

Diagnose performance problems early and remove any barriers that may impede employee performance.

Collaborate with employees and others to identify performance goals, support systems, and improvement strategies that will improve both today's performance results and the skills needed for tomorrow's challenges.

Document all performance-related discussions, quickly, confidently and legally.

Retain your most talented performers, recognize all employees for their efforts, and reward great performance.