Try

1. Talk to Your People Often
   By building a great relationship with your people you will bring trust, honesty and information. This gives you a head start in Performance Management of your people.

2. Build Feedback In
   On the job two-way feedback processes gets rid of the nasty surprises that gives Performance Management such a bad name. By building it in as a natural activity, you take the edge away.

3. Be Honest
   By being frank and honest, which the preparation work in building a great relationship has afforded you, both parties treat each other with respect and see each other as working for everyone’s benefit.

4. Notice Great Performance
   When you see good stuff, shout about it! Let people know. Celebrate successes and filter this into formal processes.

5. Have a System
   Performance Management is a process and needs some formality - especially for good personnel practice and record. This need not be complicated, but it needs to be organised and have timescales.

6. Keep it Simple
   But do keep it simple. If you have a relationship with your people that is strong anyway, you already know what they are about. Formal discussions can be friendly and simple, with formality kept to a minimum.

7. Be Very Positive
   Celebrate great performance! Focus on what’s going well. It's about successes and building on strengths, not spending ages on their weaknesses - that serves no-one. Go with the positives!

8. Achieve Their Needs
   Remember that we all have needs that we want fulfilling. By working with your people to create outcomes that will do this, you will strengthen your relationships and channel effort in a constructive direction.

9. Tackle Discipline
   Whilst it often happens, Performance Management is not about managing indiscipline. That has to be managed in a different way. By setting clear standards in your business that everyone understands and signs up to, discipline becomes much, much easier.

10. Learn from Mistakes
    As part of regular on-the-job and informal review, mistakes will come to light; things will go wrong. By using the ‘What went well? And ‘What could you do differently?’ format, the unsatisfactory performance becomes controllable and a positive step.

    Try t

    Preparing Your Business for Transformation
    Imagine you did everything you could as a business owner and/or CEO to make your particular business stand out and be the benchmark for all others. You analyzed carefully with the help of experts in each field how your business needs to be set up, which processes need to be in place, what kind of organizational struct
    ing frank and honest, which the preparation work in building a great relationship has afforded you, both parties treat each other with respect and see each other as working for everyone’s benefit.

11. Notice Great Performance
    When you see good stuff, shout about it! Let people know. Celebrate successes and filter this into formal processes.

12. Have a System
    Performance Management is a process and needs some formality - especially for good personnel practice and record. This need not be complicated, but it needs to be organised and have timescales.

13. Keep it Simple
    But do keep it simple. If you have a relationship with your people that is strong anyway, you already know what they are about. Formal discussions can be friendly and simple, with formality kept to a minimum.

14. Be Very Positive
    Celebrate great performance! Focus on what’s going well. It's about successes and building on strengths, not spending ages on their weaknesses - that serves no-one. Go with the positives!

15. Achieve Their Needs
    Remember that we all have needs that we want fulfilling. By working with your people to create outcomes that will do this, you will strengthen your relationships and channel effort in a constructive direction.

16. Tackle Discipline
    Whilst it often happens, Performance Management is not about managing indiscipline. That has to be managed in a different way. By setting clear standards in your business that everyone understands and signs up to, discipline becomes much, much easier.

17. Learn from Mistakes
    As part of regular on-the-job and informal review, mistakes will come to light; things will go wrong. By using the ‘What went well? And ‘What could you do differently?’ format, the unsatisfactory performance becomes controllable and a positive step.

    Try

    Success at Work: Techniques: Computer Literacy
    It's hard to believe that there are people in today's workforce who don't know how to use a computer. In today's society, being computer illiterate is equivalent to being functionally illiterate. Obviously no one reading this article is computer illiterate, but maybe you know someone who thinks they can avoid computer
    d personnel practice and record. This need not be complicated, but it needs to be organised and have timescales.

18. Keep it Simple
    But do keep it simple. If you have a relationship with your people that is strong anyway, you already know what they are about. Formal discussions can be friendly and simple, with formality kept to a minimum.

19. Be Very Positive
    Celebrate great performance! Focus on what’s going well. It's about successes and building on strengths, not spending ages on their weaknesses - that serves no-one. Go with the positives!

20. Achieve Their Needs
    Remember that we all have needs that we want fulfilling. By working with your people to create outcomes that will do this, you will strengthen your relationships and channel effort in a constructive direction.

21. Tackle Discipline
    Whilst it often happens, Performance Management is not about managing indiscipline. That has to be managed in a different way. By setting clear standards in your business that everyone understands and signs up to, discipline becomes much, much easier.

22. Learn from Mistakes
    As part of regular on-the-job and informal review, mistakes will come to light; things will go wrong. By using the ‘What went well? And ‘What could you do differently?’ format, the unsatisfactory performance becomes controllable and a positive step.

    Try

    How to Create a Trusting Manager-Employee Relationship
    BUILDING TRUST AS A MANAGER: 1. Be reliable. Follow through on things. Keep your promises. 2. Have ethics. Telling your people the truth and don't reveal their confidences. Being fair and honest with employees. 3. Show respect for your employees. Treat them as adults and show appreciation for their ideas and for the
    nd building on strengths, not spending ages on their weaknesses - that serves no-one. Go with the positives!

23. Achieve Their Needs
    Remember that we all have needs that we want fulfilling. By working with your people to create outcomes that will do this, you will strengthen your relationships and channel effort in a constructive direction.

24. Tackle Discipline
    Whilst it often happens, Performance Management is not about managing indiscipline. That has to be managed in a different way. By setting clear standards in your business that everyone understands and signs up to, discipline becomes much, much easier.

25. Learn from Mistakes
    As part of regular on-the-job and informal review, mistakes will come to light; things will go wrong. By using the ‘What went well? And ‘What could you do differently?’ format, the unsatisfactory performance becomes controllable and a positive step.

    Try

    Why Are Document Shredding and Paper Shredders Important?
    Document shredding. Document Shredder. Paper Protection. You must have frequently heard such terms thrown about on the subject of document security and destruction and you are wondering just what the big deal is anyway about paper shredding. You have never done it before and you don’t see why you should either. Paper
    pline. That has to be managed in a different way. By setting clear standards in your business that everyone understands and signs up to, discipline becomes much, much easier.

26. Learn from Mistakes
    As part of regular on-the-job and informal review, mistakes will come to light; things will go wrong. By using the ‘What went well? And ‘What could you do differently?’ format, the unsatisfactory performance becomes controllable and a positive step.

    Try these ten out, maybe not all together, but one at a time. Have fun! There are other benefits apart from just improving the performance of your people - can you spot them?