Category: Performance Management

When trainers are finding ways of improving performance and leadership, there’s one topic we should cover but often don’t. How do we evaluate performance? It seems an obvious fit for us, but it’s a tough and touchy topic to train about. Although people are involved, the human resource methods seem set in stone. Usually where people are involved we see flexibility, but not so much here. At least not overtly. But I think those stones can be moved, and if not moved–wiggled a bit. Here are some ideas and discussion to think about looking beyond constructive criticism.

How do you communicate the whole idea of a performance evaluation in a more positive way? The world shouts, “Constructive criticism!” But it’s more than that. Much more. In fact, how could such a complicated issue be so simply resolved?

Criticism, however constructive, is still a judgment perceived as a negative. I’m sure it doesn’t surprise people to learn that as a theatre reviewer and critic, I offer constructive criticism sometimes when those people who should listen the most are no longer listening. It’s the same here. The issue has to be addressed other ways.

In a world that has tactical and strategic goals and therefore specific ways to address company performance as a whole, it is not at all people friendly.

You’ve all heard, “Make your boss look good.” That’s about as people friendly as it gets, but doesn’t that put pressure on the employee only to do things that “promote” the Boss? It certainly encourages sycophants and informants, creating the perfect atmosphere for worker alienation. This is where managers who are not leaders go wrong. There is also the manager who uses her own staff as a sounding board, talking about others, soliciting strategies, while making each staff member feel they have influence.

It starts at the beginning when managers and supervisors demonstrate the role they play in workplace. What kind of leader are you? Do you have a philosophy of how you evaluate others? They should. The manager or supervisor’s answer should be more than “I tell them what is expected and take off points if they don’t meet the standards.”

Consistency is key. The manager or supervisor should:

• Be personable and honest.
• Not play mind games.
• Not manipulate staff or workers.
• Not make a worker stay in a situation that is only going to result in negative reinforcement.

Psychologists say negative reinforcement is only marginally effective. Negative reinforcement when survival is on the line makes people crazy. Having a worker going “postal” is the chief worry of those who provide constant negative reinforcement by continually telling a worker they are inadequate to the task, or they are just not a good fit for the job. If the employee up and quits, it doesn’t solve the problem; there’s a negative feeling, and perhaps, the idea in the office that a job is not safe no matter how you couch it.

If a manager or supervisor does this, some outsiders as well may see a pattern that this is what he or she does when faced with a performance problem involving an employee or he or she simply doesn’t like. That manager or supervisor becomes a villain of sorts.

Wikipedia describes a villain as “a person of less than knightly status and so came to mean a person who was not chivalrous. As a result of many unchivalrous acts, such as treachery or rape, being considered villainous in the modern sense of the word, it became used as a term of abuse and eventually took on its modern meaning.”

Does that mean a manager or supervisor should be chivalrous? Absolutely. You should put your employees on a pedestal and serve them as you would have them serve you. That another person acts on his or her own does not make you blameless–especially if you are the evaluator. As the leader or manager, it reflects on you and in some ways makes you responsible–especially if you orchestrated the employees fall by playing strictly by the rules, with no gray areas.

“I gave him or her chances to get it right.” But you didn’t right the wrong. If it is matter of the wrong person for the job, then work to fix it. Not within your power? It’s still your problem and you have the power to do more than the employee. It’s your duty.

I’m reminded of CAMELOT (the musical), where King Arthur states emphatically: “Instead of might is right, it should be might for right.”

Being chivalrous is better than that. A chivalrous leader would immediately come to the rescue of the employee in distress, and that might mean actively assisting this person finding another situation that does fit. You can’t be a bad manager or supervisor for addressing your employees’ needs. In the short run, it may business as usual minus this one troublesome individual who made you work harder. Sitting back and waiting for your back stage machinations to come to fruition will only harm your reputation in the long run. Trust me. It happens. People see it.

It is ironic that the most important aspect of working with people in an organization is a rather dull book no one really wants to read. It isn’t people friendly at all. I suspect in some ways these resources are archaic–in the same way we used to learn everything by rote. There are manuals and books on the subject in human resources, and nothing has really changed except dealing with more rules–and there are some great articles right here on the Management Library site. While a 500-word blog how-to that covers the performance evaluations would be woefully inadequate as a complete source, but you can still seek keys to success and starting points.

For me in my self-proclaimed role as a cave man trainer looking for roots in simplicity, I look at performance in a different way from typical trainers who come from human resources and work with those manuals. It’s still a people concern even though it can have business repercussions. Perhaps, it is too simple or naive to say “Take care of your people and they’ll take care of you.” It’s a good rule to live by. I’ve had personable, communicative supervisors, and I’ve had others not so friendly or able to communicate very well, but the one thing I appreciated that they had in common was they had my back.

How do you evaluate performance and watch a person’s back? First, you don’t work behind a person’s back, say one thing to his or her face and another to others, and second, you never, ever share or inquire from other staff what that person is doing that is none of their business.

I’ve been looking at performance lately–all kinds. By day I am a trainer, by night a theatre reviewer–a performance critic of a different sort. As a critic, I evaluate the (theatre) company’s performance (in this case as art). I do this looking at the performance as a whole and then focusing on individuals or individual aspects of the performance perhaps not related to individuals, i.e., issues that can’t be helped or situations the company had no control of. When I write my review, my focus is aimed at providing a perspective not unlike what we want for “our” company: did they do a good job, and if so, how good? Finally, what does that mean–what value is it? I hope you can see some likely comparisons.

I write my theatre and performance reviews with the aim to be both complimentary and complementary of the work done, mentioning exceptional performances or aspects of the production as well as providing constructive criticism of that which could be improved. I think we can evaluate any work performance in this way. We have a total effort (the company strategic and tactical goals) and individual efforts with some elements we can’t control (unions, outside forces, the economy). What we need is wiggle room and chivalry. It doesn’t sound romantic at all. Maybe because it’s serious business and the juxtaposition doesn’t really work.

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For more resources about training, see the Training library.

These are the opinions of the cave man of training and development at Acting Smarts, the T & D blog host for the Free Management Library, and a columnist and reviewer for STAGE Magazine–all the same guy. By the way, he also considers himself a passionate communicator. I hope I’ve communicated something worthwhile today. Be sure to check out my book, The Cave Man’s Guide to Training And Development now available. Happy training.

Learning requires action and sometimes failing. There are a number of failures that I have learned from throughout my career. One of the most painful for me was in my early days of multi-unit management. I had just been transferred for the first time out of my hometown to a new city with an entirely new group of stores, employees and customers. Coming into this new environment, I was a little cocky. I had been a rock star store manager and after my promotion, I led a rock star district of stores. My team was good and my stores were very profitable. So of course, I assumed if my new team wasn’t comprised of rock stars, I could have that turned around in no time. Unfortunately, the time frame it took for that happen was quite a bit longer than I expected. The main reason, I thought it was about me and my talents. It wasn’t. I took over a team of rock stars who just didn’t know it yet. And everything I did when I got there communicated that they weren’t.

The mistakes I made were classic fails in taking over a team. Here are a few:

• I frequently referenced my old team
• I talked about how I was successful when I was doing their job
• I gave them the “Mazurek Rules” instead of helping them develop a set that worked for the team
• I didn’t ask them enough questions
• I spoke a lot about my expectations and didn’t ask them about theirs
• I failed to understand that this transition was a change that they would need to work through

Taking over a team the right way can greatly impact the influence and trust you have with your team. Without those two things, you are certain to fail in your endeavor to move your team in a positive direction. Alan Collins over at Success in HR offers a great post on this topic. He even provides a free download of how to do it the right way. Check it out.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

I believed I was part of a group of people who had each other’s best interests as a core of operation. This group could best be classified as a Self-Managed Team where there was no distinct team leader, for example a string quartet. The group generally worked well together over a period of time, but there were a number of occasions over the years when I was, actively or accidentally, left on the sidelines when all others in the group were made part of the project at the time. In these instances I took the initiative and asserted myself. At the conclusion of the projects, matters were discussed by all of us and resolved. I always thought the group would perform better as a result.

Until recently, when the same group planned and executed a complete project without my input at all. They were inconsiderate and exclusive, in my opinion. Maybe the problem was me. I thought I was performing well and on further analysis I was. The issue was the group not seeing value in every member. I had made myself a part of the wrong group. I persevered though, and gave chance after chance, adjusted my values and made rationalisations. I reflected on the circumstances for a whole week and concluded that compromising myself like that was unacceptable and led to unhappiness and stress.

The situation is still difficult to talk about and I cannot provide further detail here. Removing the emotion is hard too, but it needs to be done to write about this experience objectively. With respect to teamwork and group dynamics, sometimes you just have to cut a group loose and find your own way!

Within any effectively performing group, members are given the opportunity to raise issues and concerns, contribute knowledge and opinions, and assist in operational decision-making and planning activities. Forums such as team meetings, one-on-one meetings, planning days, performance appraisals, conferences, etc all help people to develop relationships, share information, understand each other’s work and discuss issues related to the achievement of team goals. But when (not if) the group dynamics break down, what then can be done?

Being comfortable and confident in your own abilities provides a solid psychological basis for dealing with a breakdown in positive group dynamics. Knowing where your strengths lie can allow you to explore your own shortcomings more effectively. Learn from your experiences and analyse and reflect upon the feedback you have received in the past. Ensuring you are completely comfortable with your own strengths and limitations reduces the need to completely rely on others within the group for affirmation.

Next, recognise the situations in which you cannot please everybody and simply act with your best judgment – especially if you are leading the group. Any golfer or tennis player will tell you that you have to be able to trust your shot. So, too, a group member or leader has to be able to trust in their own well-informed decisions to be able to move forward. If there are issues affecting group performance, they need to be addressed promptly and directly. Offer or seek out opportunities to improve performance. This indicates to the rest of the group a willingness to work with them to explore solutions.

Despite all of these strategies there will be occasions where a group member simply makes the choice to NOT work with you in the team or with the team as a whole. Recognise this and discuss the choice with them, exploring feelings, reasons and specific examples. This can be quite a confronting exercise but it is worthwhile for peace of mind. If it comes down to it, be prepared to walk away yourself or to let them leave the group, depending on the situation. Sometimes, it’s simply just the best option for you/the group. In my situation from earlier, it was the best option for me.

The final piece of advice is to accept the consequences of your chosen action. Acceptance will eventuate after an initial period of anger or disappointment and then a period of reflection. It is important to work through these thought processes so you can then mentally equip yourself to move on to new opportunities with a renewed sense of determination.

I shall end this article with two quotes:
1. “The well-run group is not a battlefield of egos.” – Lao Tzu, Chinese Taoist philosopher
2. “Success is not final, failure is not fatal: it is the courage to continue that counts.” – Winston Churchill, British WWII Prime Minister

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For more resources, see our Library topic Team Building.

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Writen by guest writer Jason Novosel from Novohorizons Management Training

Your first reaction is to say: “You can’t train with Training Blogs alone.” You are absolutely correct; however, it’s human nature to look for the quickest and easiest way to do anything, and it takes some prodding to be thorough and detailed. It is certainly faster today than it was in the past to learn enough to develop a business, a product line–and a well-designed set of interactive services like training and development.

Blogs on any particular subject matter can offer a great starting point for finding the focus we want, for getting ideas, and for getting perspectives.

I started to call this article: Tricks and Treats for Using Training Blogs.

I know it’s not exactly the season, but it is always the right moment. The Internet and its World Wide Web of Information are a constant source of basic training information, how-to’s, best practices, definitions and various points-of-view. Truly, that can be said about any subject we choose as evidenced by this very web source you are on right now: The Free Management Library. We know it’s a great resource–not only because it’s free, but because it’s also offers topics you need to know about in business, in non-profits and even in government–topics like leadership, management, communication, and of course, training and development as well as many others.

But I’m not just here to promote The Free Management Library and the Training and Development blog. I want to talk about taking what’s out there and making it work for us. I want you to go out and find other sources as well as this one and come back to us and tell us about them. And build. And do it often.

What did we do before when we needed information? I name just a few. For example, we used to research the physical library or bookstores when we needed information. We sought out books, trade periodicals and even magazines and newspapers. We can do all that on the web and more.

Back before we had blogs and people willing to share this information with anyone who could access it, we may have apprenticed in a company and shadowed someone until we knew his or her job well enough to make it ours. Either way, the point is that we are learning from others. If a blog or article isn’t enough, and it isn’t, we can still contact the author directly. Hard to do, when the author of the book wrote that article sever years ago. Today, it’s easier and information can easily be today’s information.

Look at the way most blogs operate. Blog sites vary from personal diatribes or musings on various topics tocovering hard news and current events. Most is in between. Struggling business people or business wannabees have blogs to draw attention to themselves. It makes a website more complete. It gives you a chance to sell by example and sample. See the site for what it is, but you can find information you can use if you look. Maybe this entrepreneur did something especially well and gives you an idea for your business. A best practice perhaps, not a copy.

Other blogs may provide a vehicle for writers to write about topics they are expert in or just write a few basics. Remember what I said about the basic information, the definitions, the how-to’s–this is it. This is a jumping off place. We can search more than one place for the basics because those basics may have changed, or the terminology, or the processes, or the new basics may include areas you may want to include if you were aware of them. From here we become more detailed-oriented, seeking out the best practices and looking at perspectives and comparing those to ours. We are beginning to actually use the information. We weed out the okay stuff and note the good stuff.

Here’s one thing not available in hardcover books: You can become colleagues with the professionals you wish to emulate. That networking is invaluable in fleshing out what you can find on your own. Now, you have a vehicle, either personally via a blog contact, or through a professional or social network to ask and answer questions. You can ask the kinds of specific questions that you need to have answered. Before you may have had to assume–and we all know assuming anything without a lot of credibility behind that assumption is never a good thing.

What training blogs–the kind I am addressing here–should not be is a way to promote yourself as a training company, training developer, trainer, etc. That information is out there. All you need is the link. People are more likely to click on the link than read all about you–unless they wanted to know it in the first place. I have a bio on my website; I also have a home page that talks about my training philosophy–what makes me who I am, and hopefully, what makes me different. I can’t really sell a fit.

Personally I’m turned off by sites that do that. Tell me what you’ve got to offer and I’ll see the connection. That’s me. This probably comes from a deep-seated abhorrence of being “hard sold” anything, but you have a chance to choose and keep the same information, note it high on your list or eliminate it if you wish. It’s not up to me. Maybe the way I am about those sites is not you. Maybe it doesn’t even bother you because you can filter. Great thing about the Internet; there are approaches for every taste.

I tend to write longer articles than most. For awhile, it bothered me that I wrote more than what I considered average, but then I started to look at what I was writing. I write training facts but also communication and psychological ones, but I write from what I know. I write perspective. I write commentary about training approaches, implementing training, designing training, professional development, and more. I try to put the obvious in a not-so-obvious place. I want to give people to think about. That’s me. Generally, if you read what I write, you get more than the basics, more than a how-to, more than a definition. You get another way of looking at those things, and maybe a summary of how others might see it. One day I might write from a trainer’s perspective and another day from a manager’s perspective.

As someone experienced in the above areas, this is the perfect place for me to be. Not having my own business so established I have no time to write about the subjects I talk to clients about, I get to do that and receive some recognition and links to my own web page. People start to get to know me professionally.

This brings me to what the Internet and blogging is not good for. It is not the way to get the world to notice you. Stardom is random. Talent in the right place at the right time. You probably are very good at what you do. I think I am good at what I do. There is a world of people out there who think the same way we do. If they don’t, they are probably depressed. The blog is a start. Promote your ideas, your approach, but not you so much. Provide opportunity for people to find you easily. Invite them. (Don’t sell them, in my opinion.) They will come to you where they can get the most information and connect with you if that is their purpose. You prefer select clientele–those who may actually want your services.

As for the blogs we use to learn from? Also a start of a terrific learning experience.

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For more resources about training, see the Training library.

For more on training, communication, performance topics, check out my website. Look under the category of What I Say. As always, these thoughts are my own, but feel free to add yours. Anywhere you have the opportunity. Just think before you publish. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

The emergence of the team idea can be traced back to the late 1920s and early 1930s with the now classic Hawthorne Studies.

These involved a series of research activities designed to examine in-depth what happened to a group of workers under various conditions. After much analysis, the researchers agreed that the most significant factor was the building of a sense of group identity, a feeling of social support and cohesion that came with increased worker interaction.

Elton Mayo(1933), one of the original researchers, pointed out certain critical conditions which were:

• The manager had a personal interest in each person’s achievements.
• The manager took pride in the record of the group.
• The manager helped the group work together to set its own conditions of work.
• The manager faithfully posted the feedback on performance.
• The group took pride in its own achievement and had the satisfaction of outsiders showing interest in what they did.
• The group did not feel they were being pressured to change.
• Before changes were made, the group was consulted.
• The group developed a sense of confidence and candour.

These research findings spurred companies to seriously consider the idea of grouping their employees into effective work teams and to this day they are still important considerations for human resource developers.

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For more resources, see our Library topic Team Building.

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This blog is written by Fresh Tracks: Experts in running team building and team development programmes and conference organising.
Website: www.freshtracks.co.uk

My favorite part of summer is watching my kids play baseball. My oldest son has played with the same coach for three years. For the first two years, the team was mostly the same players and the team worked well together on and off the field. But this year is a little different. This the first year, the coaches picked players from a draft (no parent requests for a coach) and it is also the first year that some of our players were eligible to participate in a travel team. So the team has only four of the original players. It’s an entirely new dynamic.
The difference isn’t in the talent of the individual players. We lost some talented players, but we gained some talented players. Overall the individual talent has stayed about the same or maybe has improved a little bit. The big difference is the cohesiveness of the team. (Granted due to the record rainfall this spring, the team got very little practice time prior to opening day.) They are unruly on the bench, they fail to support one another during game play, and are quick to comment (sometimes loudly) when a teammate misses the play or makes an error.
The story is a classic, right. A team that needs a little teambuilding and coaching. But as a parent, I am not the coach. However, since I have built a relationship of trust with the coach, I know where I can help and I trust in him that will take the lead on the other stuff.

That’s the kind of relationship that HR needs in the workplace with the leaders. You are responsible to build relationships with the organization’s coaches so that you can support them in their job to build a productive cohesive team.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz.

…is you, the company training director.

It’s not quite what it seems. There’s always what we say and what we communicate.

Training is still the same even after all these years; it’s been the same forever only we sometimes forget to use it well. The learning theories are the same; the training methods are the same; the evaluation methods, the same. Adult learning hasn’t changed any. Right? Attitudes toward training are the same, or at least seem to be. Trainers are the same, too. However, they, like the company, should be continually evolving with the times, growing, developing and tweaking the program with a constant consistency.

I can only think of one thing that is new and getting newer everyday, and that is because it is constantly evolving: technology. Can we start by agreeing it is new, but it is not the end all or be all there is? Technology is our “assist” in baseball vernacular–assisting in training implementation most often. But there should be one other new thing: you! Read on and you’ll see what I mean.

Forget the lack of funding for the moment. What’s new or should be new in training is you. You make the difference. You look for ways to make a difference–always. You look for training opportunities that work, that jazz employees and do the job of training them. You can’t be lazy now; you have to seek out the best. Look at results and expect results. Put people and company first, and visualize for others the results in terms of profit or nonprofit funding. As efficiency increases–promotions, raises and bonuses will follow.

Are you promoting continuous learning and corporate universities? Do you really care about the training programs and the people in it? What do you suppose those in the training programs think about it, and what do they think about what you think about it? Do you think they care? If they care about that program, do they care about other training programs? Do they just care about training for selfish reasons or do they care about the company? Do you?

What would you change if you could? What would you innovate? Where would you start? Developing training methods or designing training plans? Order new assessments? Explore human performance technology? Bring in gifted and talented speakers for professional development day or offer off-site training for managers? How about a leadership retreat? Do you know what you need or what you want employees to learn? Do you know why you want them to learn these things? The real “why,” not just because your boss told you to? Do you think about new ways of implementing training every day, or are you more in the “if it’s not broke, don’t fix it.” Nobody said the company is broken, but it should be constantly growing, solidifying its base, diversifying its holdings, and modifying its products and services.

You should be doing whatever the company is doing and more just to keep up. Can’t do that much thinking? Delegate it. Yes, delegate it. Thinking is work. Nobody has all the ideas and nobody can do it all, but you said that to yourself or scoffed it out loud as you read this, didn’t you? “Who does this idiot…” I admit it. I was trying to get your attention and make you think. Sometimes writers like to do that.

For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

Okay, now. Let’s say had an unlimited budget for training? (First time for everything, I know.) Would you train others at all, or just buy people off the shelf? Remember, the last company president the company bought off the shelf? How’d that work out? Would you hire contractors by “big lots” and put them to work fixing your company? What if you could mold your teams, managers and leaders into the perfect human resource?

I think you get the general idea. What’s new in training should always be the trainer, the training manager, the training leader. By the way, I could be wrong about there not being any new theories. If there are, you should know them, studied them and decided if they would be applicable in your situation. Have you given much thought to self-directed learning–not only for the company but for you, too? Talent management? If it isn’t in your purview, shouldn’t you have a hand in it? You may see yourself as a director of training, but you’re really a director of performance. You are the mule skinner, but your whip is the performance-enhancing training and education you offer. The motivation? Well, that’s one of the reasons you are always thinking…thinking up new ways to motivate employees to want to take performance-enhancing training, which you are also always thinking about.

Giving them a performance-enhancing drug would be easy, but probably illegal. It would also be complicated to design in company diversity. But, if your employees needed training like they needed a drug, they’d be as motivated as you’d need them to be. They need the drug to feel good. What would make them feel good about the training. Love of company? Are the employees happy just to have a job, and will do anything to keep it? Perhaps, but resentfully. That means the training won’t stick; we need real motivation.

That brings us back to the basic question: Why would employees want training? We already know they need it. Could training be necessary for upward mobility or bonus money? That could make them feel good. Could you also make it relevant to their personal and professional goals? Now, you’re talkin’ and I’m proud of you. The company is becoming a big success thanks to you.

“Here’s a lot of money–reward for making us what we are today and ensuring we will be stronger tomorrow,” says the fictional CEO. Is there some truth there?

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For more resources about training, see the Training library.

Doesn’t sound like a bad plan to me. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

There’s been a lot of talk about happiness and general well-being of late. Here we explore the four components of happiness and ask if busy teams can ever achieve a happy state.

Since becoming the Conservative leader and Prime Minister in the UK David Cameron has argued that we should be monitoring GWB (General Well Being) alongside GDP (Gross Domestic Product). This is an idea possibly inspired by the Kingdom of Bhutan’s GNH measure (Gross National Happiness), but Bhutan isn’t facing huge state spending cuts and bailing out neighbouring countries. Continue reading “Want your team to be happy? Here are the 4 components of happiness”

It’s always going to be the case that you find some people easier to work with than others.

Sometimes you can pinpoint the problem immediately (if, for example, your employee is lazy or unresponsive, comes in late and leaves early, shirks responsibility, or constantly questions your authority without cause).

But there are times when your personality just isn’t compatible with those on your team. Unfortunately, you still have work with these people and find a way to motivate them so that the whole team can realize success.

To that end, here are a five simple ways to keep the peace and get everyone working towards the same goal: Continue reading “Five Techniques for Motivating a Team”

So much has been said, written and thought about leadership that it’s becoming increasingly difficult to identify what actually makes a good leader.

So when the BBC announced it was dedicating two thirty minute radio shows to the subject, by asking leaders from politics, business and sport what they believe makes a good leader, we had to tune in. Listen again to the programme here: http://bbc.in/fbhJ5S.

So here are 10 of the attributes listed by the leaders interviewed included: Continue reading “10 Attributes of a Leader”