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Casual Articles - Close the Performance Gap
We've all heard the jokes about car salesmen, especially used car salesmen. We have a picture in our minds of these shady characters we wouldn't trust with our pencils let alone with selling us an automobile. The truth is, car salesmen have a tough job. Think you want to sell cars for a living? You might want to read what follows first.In spite of what most people think, selling cars is not as
c) Instruct her to set up a progress check. This process will lead to her being more invested in the results and realizing her own strengths.
Wait…..there’s just one more thing. What if you’re reading this and you work for a manager who is still a “work in progress”? What can you do?
•Ask for more frequent meetings;
•Inform your manager of what you think your obstacles might be.
•Inform your manager about your needs for mentoring or training.
•Inform your manager of your ideas for success.
None of this is easy; being a good manager and a good employee is hard.
The road
A nonprofit corporation has the public’s best interest at heart. It may have an environmental, educational, religious, scientific, or literary focus (among others). In return for their services, the public can make donations to these companies and then deduct the amount from their federal taxes. In this way, it sure is a win-win situation.Although it sounds pretty straight forward, a nonprofit can
Begin by taking a look at your team. Do you have the right people? Before you hire someone, think about the culture of your company, the team that you already have in place and your particular style of management. If you have a very structured environment, then you’ll want to hire people who can fit in to your more disciplined atmosphere. If you have a very entrepreneurial company then you’ll want people who are more independent. If you have talented people that fit your company culture, there’ll be less of a gap between your expectations and their performance.
Now that you know you have the right people and you want to narrow the gap between expectations and performance, here are four suggestions:
1) Be clear about your expectations.
Do your employees know what is expected? Have you fully acquainted them with your vision and desired outcome? Don’t assume they know what it is. Communicate clearly. Once the employees knows what the vision is and you’ve been clear about your expectations, then let them take responsibility for achieving the goals. Your responsibility is to keep everyone’s focus on performance, but don’t expect them to do it your way.
2) Make sure they have the tools and information they need.
This is usually the most clear-cut reason for poor performance. Is your employee afraid to let you know that she doesn’t have the knowledge, tools or information she needs? This can be a tremendous time waster. Make sure you’re approachable and then provide the training needed. Only training can close this part of the performance gap.
3) Get to know your employees well.
Know their particular skills, talents and needs. Know their strengths and development opportunities. Frequent meetings make it much easier to confront the employee with the gap between her performance and your expectations. Keep the communication lines open and be candid. If they aren’t on the right path, it’s important to communicate that in a timely manner.
4) Concentrate on the future.
Once you and your employee have identified the gap, and you both understand the reason it occurred:
a) Ask how she plans to accomplish her objectives.
b) Ask her what she needs from you.
c) Instruct her to set up a progress check. This process will lead to her being more invested in the results and realizing her own strengths.
Wait…..there’s just one more thing. What if you’re reading this and you work for a manager who is still a “work in progress”? What can you do?
•Ask for more frequent meetings;
•Inform your manager of what you think your obstacles might be.
•Inform your manager about your needs for mentoring or training.
•Inform your manager of your ideas for success.
None of this is easy; being a good manager and a good employee is hard.
The road t
We’re caught in a world where time is money and extremely precious. It’s difficult enough to figure out how to create art, run a business, and have a life but there’s one more step we need to consider that will make running a business much easier. When we stand in service to others we create an exchange with the community and those we serve. This is not a call to go out and volunteer for every nonprofi
Now that you know you have the right people and you want to narrow the gap between expectations and performance, here are four suggestions:
1) Be clear about your expectations.
Do your employees know what is expected? Have you fully acquainted them with your vision and desired outcome? Don’t assume they know what it is. Communicate clearly. Once the employees knows what the vision is and you’ve been clear about your expectations, then let them take responsibility for achieving the goals. Your responsibility is to keep everyone’s focus on performance, but don’t expect them to do it your way.
2) Make sure they have the tools and information they need.
This is usually the most clear-cut reason for poor performance. Is your employee afraid to let you know that she doesn’t have the knowledge, tools or information she needs? This can be a tremendous time waster. Make sure you’re approachable and then provide the training needed. Only training can close this part of the performance gap.
3) Get to know your employees well.
Know their particular skills, talents and needs. Know their strengths and development opportunities. Frequent meetings make it much easier to confront the employee with the gap between her performance and your expectations. Keep the communication lines open and be candid. If they aren’t on the right path, it’s important to communicate that in a timely manner.
4) Concentrate on the future.
Once you and your employee have identified the gap, and you both understand the reason it occurred:
a) Ask how she plans to accomplish her objectives.
b) Ask her what she needs from you.
c) Instruct her to set up a progress check. This process will lead to her being more invested in the results and realizing her own strengths.
Wait…..there’s just one more thing. What if you’re reading this and you work for a manager who is still a “work in progress”? What can you do?
•Ask for more frequent meetings;
•Inform your manager of what you think your obstacles might be.
•Inform your manager about your needs for mentoring or training.
•Inform your manager of your ideas for success.
None of this is easy; being a good manager and a good employee is hard.
The road
I recently received an email from an IT contractor friend of mine, Alex, asking for advice on the tricks of the trade when dealing with recruitment agencies.Alex told me he finds it annoying that he never gets answer regarding whether he has been successful on jobs consultants put him forward to, and why they are always his best friend when they call him, but he gets a completely opposite approach
2) Make sure they have the tools and information they need.
This is usually the most clear-cut reason for poor performance. Is your employee afraid to let you know that she doesn’t have the knowledge, tools or information she needs? This can be a tremendous time waster. Make sure you’re approachable and then provide the training needed. Only training can close this part of the performance gap.
3) Get to know your employees well.
Know their particular skills, talents and needs. Know their strengths and development opportunities. Frequent meetings make it much easier to confront the employee with the gap between her performance and your expectations. Keep the communication lines open and be candid. If they aren’t on the right path, it’s important to communicate that in a timely manner.
4) Concentrate on the future.
Once you and your employee have identified the gap, and you both understand the reason it occurred:
a) Ask how she plans to accomplish her objectives.
b) Ask her what she needs from you.
c) Instruct her to set up a progress check. This process will lead to her being more invested in the results and realizing her own strengths.
Wait…..there’s just one more thing. What if you’re reading this and you work for a manager who is still a “work in progress”? What can you do?
•Ask for more frequent meetings;
•Inform your manager of what you think your obstacles might be.
•Inform your manager about your needs for mentoring or training.
•Inform your manager of your ideas for success.
None of this is easy; being a good manager and a good employee is hard.
The road
Business has never been better. Word of mouth finally seems to be spreading, every seat in the restaurant is full, you’ve even hired extra staff. So, what now?If you’re like a lot of small business owners, you’ve been wondering about the benefits of incorporating. But is it really necessary? While things may be going smoothly now, the main reason most people form a legal business entity is to safeg
Know their particular skills, talents and needs. Know their strengths and development opportunities. Frequent meetings make it much easier to confront the employee with the gap between her performance and your expectations. Keep the communication lines open and be candid. If they aren’t on the right path, it’s important to communicate that in a timely manner.
4) Concentrate on the future.
Once you and your employee have identified the gap, and you both understand the reason it occurred:
a) Ask how she plans to accomplish her objectives.
b) Ask her what she needs from you.
c) Instruct her to set up a progress check. This process will lead to her being more invested in the results and realizing her own strengths.
Wait…..there’s just one more thing. What if you’re reading this and you work for a manager who is still a “work in progress”? What can you do?
•Ask for more frequent meetings;
•Inform your manager of what you think your obstacles might be.
•Inform your manager about your needs for mentoring or training.
•Inform your manager of your ideas for success.
None of this is easy; being a good manager and a good employee is hard.
The road
"Unless someone is looking for an excuse to duck a work assignment, nobody wants to attend an inconsequential meeting." - Bryce's LawINTRODUCTIONAs a businessman, one of my favorite movies is "Planes, Trains and Automobiles" featuring Steve Martin as an advertising executive trying to return to Chicago during the Thanksgiving holidays. The movie opens with Marti
c) Instruct her to set up a progress check. This process will lead to her being more invested in the results and realizing her own strengths.
Wait…..there’s just one more thing. What if you’re reading this and you work for a manager who is still a “work in progress”? What can you do?
•Ask for more frequent meetings;
•Inform your manager of what you think your obstacles might be.
•Inform your manager about your needs for mentoring or training.
•Inform your manager of your ideas for success.
None of this is easy; being a good manager and a good employee is hard.
The road to making it easier is paved with both good intentions and good follow through.
© 2005 Julane Borth
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