Quit and Stayed – Pearls of Wisdom from Leadership Livecast
Nearly 5,000 people joined dozens of leadership experts yesterday for the Quit and Stayed Leadership Livecast. Over the course of four hours there were presentations and online discussions about what causes employees to be disengaged on the job and strategies leaders can take to address this epidemic in the workplace.
The Quit and Stayed phenomenon was studied from several angles. Leadership gurus, managers, employees, and team members examined the role an organization’s culture plays in fostering or inhibiting engagement, the value of leaders cultivating personal relationships with employees, different leadership styles to approach the situation, and the value of ongoing learning and career growth.
Here’s just a few of the thoughts that stood out to me:
- Leaders must think about growth like a deep-sea diver thinks about oxygen. Without it you die. (Mark Miller on the importance of career growth.)
- It’s leadership. It’s caring. And if you care about your people, your people are going to care about your organization. (Margie Blanchard’s reminder about the value of personal relationships.)
- When people quit and stay, it’s like a disease that drags everyone down. Be a mopey jerk on your own time. This time is for us. (Jack, a 7th grade student describing disengaged teammates on his football team.)
- My son told me, “Dad, you can’t fire me. You have to develop me.” We should look at treating our employees more like that. (Lee Cockerell on looking at disengaged employees through a different lens.)
- Too often people don’t get rewarded for succeeding in companies. They get rewarded for not failing. (Dick Ruhe describing organizational practices that encourage disengagement.)
- Respect, courtesy, compassion, and clear communication go a long way to firing people up, rather than them firing themselves. (Eileen McDargh’s reminder that kindness goes a long way.)
- My manager wore myself and my colleagues as accessories. The values at that organization offended me regularly. (Wendy Wong sharing her personal story of quitting and staying.)
- Engagement is not something to get out of employees. It is something to instill in them. When you’re disengaged at work, you’re disengaged in life. (David Zinger pointing out that disengagement goes beyond the workplace.)
- Bottom line: Life is too short to be “un” — uninspired, underwhelmed, unproductive, unimportant, unnecessary. (Jay Campbell reminding us of bigger life priorities.)
- Leaders need to start thinking about what we want FOR our people instead of what we want FROM them. (David Facer encouraging leaders to change their thinking about the true purpose and value of engagement.)
- The number one factor predicting a person’s level of engagement at work is the strength of their relationships. Your engagement is your responsibility. (Keith Ferrazzi on the importance of a strong network of relationships.)
All of the strategies shared held one thing in common — the critical importance of trust in relationships. Whether it’s the relationship between a leader and direct report, employees with each other, or individuals with the organization, a healthy level of trust must exist for any progress to be made in moving employees from “quit and stay” to “stay and thrive.”
Did you attend the Quit and Stayed Leadership Livecast? If so, what were the pearls of wisdom you discovered? If you happened to miss it, you can purchase access to the recording and/or program notes here.
This is one in a series of LeaderChat articles on the topic of trust by Randy Conley, Trust Practice Leader at The Ken Blanchard Companies. For more insights on trust, visit the Leading with Trust blog or follow Randy on Twitter @RandyConley.
A first step any leader can take to improve employee engagement
The Gallup Organization estimates that 27% of workers worldwide are actively disengaged at work. This is a state of mind where an employee is so discouraged at work that they essentially quit and stay—doing only what is marginally required of them to keep their job, but little more. In some extreme cases it can be even worse with disengaged workers actively working against an organization’s goals and spreading their discontent to other workers. In the U.S. alone, this level of disengagement is estimated to cost employers over $300 billion dollars a year in lost productivity.
While some of the factors that contribute to disengagement need to be addressed at an organizational level, there is one action that managers at all levels can take that will help the situation. Talking about it. Staying quiet on the subject and hoping that it gets better on its own never works out. In fact, usually, things will get worse.
As the late great business author Peter Drucker pointed out, “Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.”
First Steps
Having a conversation with someone who has fallen into a state of disengagement can be a challenge. There is usually some history that has to be dealt with, as well as some shared responsibility for the situation. As a leader though, you have to address the situation squarely. That means setting up some time to have a conversation.
It will also be important to put some structure around that conversation. One great framework that you can use are the 12 employee work passion factors identified by Blanchard as the factors which most impact employee intentions to perform at high levels, actively endorse the organization, and be a good corporate citizen. Some thinking on your part, and some gentle inquiry around these areas in your first conversation, will help to provide that structure.
It’s also important to keep things positive and assume the best intentions. Even though things may be in a difficult spot currently, it’s important to remember that very few people want to go into work to see what they can screw up. That’s almost always a long term reaction to the environment.
Don’t wait and hope for things to get better. Take some action today. Most people, if given the chance, want to be magnificent. What can you do to help bring out that magnificence in your people? You’ll never know unless you ask.
PS: Interested in learning more? Don’t miss this special online event!
On January 25, over 40 thought leaders from a wide variety of organizations will be getting together to share their ideas on how to address the quit and stayed phenomenon in a unique Leadership Livecast. This is a free online event being hosted by The Ken Blanchard Companies and over 5,000 people have already registered to hear how to address the problem from an individual, team, or organization-wide point of view.
To learn more—or to participate in this complimentary online event, check out the information on the Quit and Stayed Leadership Livecast here.
Three Steps to a Customer-Centric Organization
The 2011 American Express Global Customer Service Barometer reports that 60 percent of U.S. consumer respondents believe that businesses have not increased their focus on providing good customer service. Even more surprising, 26 percent think companies are actually paying less attention to service.
Wow—now is your chance to be the one who CAREs about service! Here are three places to start being the one who leads the charge so everyone in the organization has a customer service mindset:
- Declare “legendary customer service” as an imperative. Put it out there. Say, “We want to be #1 in our space for delivering Legendary Customer Service.” Show any metrics you currently have and set new targets /metrics for success by showing what a good job would look like. Explain the business imperative for service and have a kick-off meeting where senior leaders model the service they want others to emulate—greeting people at the door, shaking hands, valuing them for all they do, etc. In this meeting, actively involve people in activities, get them fired up about the initiative, and have them challenge each other to rally to serve customers and contribute to the vitality of the organization.
- Establish a service champion team who will go out and walk in the customer’s shoes. Do some action learning. Map the flow of customers and research positives and negatives by asking customers, employees, suppliers, and anyone who is in the service chain for their thoughts on what is working and what could be improved. Put them on the agenda at all company meetings to share their findings and use time to brainstorm options, set goals, create first steps, and assign roles.
- Immediately showcase individual employee customer success stories and create images for everyone of the optimal service you are looking for. Remember that the brain stores in images and not words, so to create momentum, be sure to highlight ideal service successes and let people see their outstanding peers in action. Show examples of customers singing praises to demonstrate the impact of great service. Share any improvements such as fewer complaints, improved referrals, or more repeat business.
As a leader, it’s important that you demonstrate a service mindset and show others how to accomplish it. By following these three steps, you can get your organization off to a good start on a path that will lead to better performance.
“Creating an environment where goals are clear, where success can be seen, and where learning is encouraged will help employees engage customers with a true sense of meaning.”
– Garry Ridge, President and CEO, WD-40 Company
Advice for leaders: How Dr. Martin Luther King points the way
Today is Martin Luther King Day in the United States, a time to reflect back on the life and teachings of the great civil rights leader and activist. While most of us will not be called to engage in social activism on the scale that Dr. King did, we can still have a great impact on the people around us through our actions and behaviors.
Here are three ways to honor the spirit of Dr. King’s message in your corner of the world.
Be inclusive. It’s never a good idea to create artificial divisions between people even though, as humans, we seem to love to do it. People have a fundamental need, and a right, to be included in decisions that affect them. No one likes to be left out. Go out of your way to bring people into the process.
Listen. Once you’ve brought people together, make sure that you take the next step and truly listen to them. One of our favorite reminders for leaders is to occasionally stop and remember the acronym WAIT—Why Am I Talking? And one of our favorite recommendations for leaders is to “listen with the intent of being influenced.” Use both in your interactions with people.
Act with integrity. Even though people may not always agree with the final outcome, it’s important that we always agree with, and respect, the process. Leaders need to be especially conscientious in monitoring the ways that decisions are reached. Resist the tendency to cut corners. Ken Blanchard recommends that leaders hold themselves to a high standard by using a 3-step ethics check with all major decisions. Start with the basics—is it legal and is it fair? Then hold yourself to a higher standard by asking, “Would you be proud if your decision-making process and result was published and widely known?”
As you go back to work this week, take a minute to review the way you are interacting with people. Are you including all stakeholders in the process? Are you truly listening to everyone’s ideas and concerns? Are you being fair and ethical in the way you are making decisions and allocating resources?
Today, more than ever, we need a process that includes, instead of excludes, people. See what you can do in your areas of influence this week. You’ll be surprised at the difference you can make.
Leaders: You get the work environment you deserve
Work used to be a lot more fun. Companies were looking up and looking out. There was a lot more growth and a lot more opportunities inside and outside of organizations. But today’s economic situation has created a long-term change in the work environment and some resulting resentment and control issues among employees that will require extra attention and new ideas on the part of leaders.
This passive-aggressive behavior is popularly known as “quitting and staying” and it happens anytime you combine a large number of employees with limited opportunities together with unresponsive management. On the surface, everything seems to be going along okay, but underneath, tensions and emotions are anything but tranquil. It’s a difficult situation for leaders because it is hard to get a handle on. People are not overtly working against company goals and initiatives—they just aren’t working as hard toward them.
It’s a normal reaction, but that doesn’t mean it can be left unaddressed, says Scott Blanchard, consultant, author, and EVP at The Ken Blanchard Companies. In an interview for Blanchard’s Ignite newsletter, he explains that it’s not healthy to have people working just for a paycheck. Leaders need to take direct action to identify where people are feeling disaffected and work hard to reenergize the passion and motivation that still exists.
Otherwise, the impact on the work environment can be predicted almost every time.
As an example, Blanchard points back to an experience he had working as a consultant to a client in the automotive industry.
“When I used to work in the automotive industry there was a principle that said, ‘You get the union that you deserve.’ And what that basically meant was that if you had a respectful relationship with the union and you didn’t break promises and you sat at the table together and shared what was happening in the business, relationships improved and things got better. And the same is true with your company—you get the environment that you deserve.
“If you do not make any attempts to make lemonade out of lemons and if you’re not working to bring people together and engage in good practices, you’ll get what you deserve as a result of that.
“One of the things that the late, great management consultant Peter Drucker said years ago, that is still true today, is that the only things that happen naturally in organizations are the creation of fear, frustration, inefficiency, friction, and political mayhem.
“And what Drucker went on to say is that positive things happen in a company only when leaders identify a purposeful, unified direction, shared operating rules that everyone holds sacred, and a tenacity to make good things happen.”
Take a proactive approach
It may seem like a large problem to tackle, explains Blanchard, especially if these issues haven’t been addressed in a long time. Still, Blanchard recommends getting started as soon as possible.
“It may feel hard to do at this point, but the best companies are the ones that are making efforts to work together,” says Blanchard. “Everyone is in the same boat. If you don’t create a positive environment where people are encouraged to work together productively, you are going to end up with a lot of people thinking only of themselves.
To address the situation, Blanchard recommends that leaders look at 12 employee work passion factors that impact employee perceptions of their work environment. By addressing what can be done on an individual, managerial, and organizational level, leaders can positively impact the work environment going forward.
As he explains, “You have to be proactive. Taking the approach of, ‘There’s nothing we can do!’ and throwing your hands up is a strategy that will predict a marginalized workforce, guaranteed! If you are just doing nothing, it’s not going to get the results that you want.”
To read more about Blanchard’s thinking, check out the January issue of Ignite. Also, be sure to see the information about a special Leadership Livecast coming up on January 25. Over 40 different business thought leaders will be addressing the phenomenon of “quitting and staying” in today’s organizations. It’s a free event and over 3,000 people are currently registered.
Don’t be a lazy leader: 3 bad habits to avoid
It’s the start of a new year and a great time to take stock of where you are and where you are going as a leader. The ability to think clearly and make the best decisions is a key part of any leader’s role. Yet, many leaders tend to fall into bad thinking patterns—especially after a couple of years on the job. Here are three of the most common bad habits and what to do to avoid them.
1. Either-Or thinking
Executives are asked to make decisions—and they get more difficult the higher up you are. People or profits? Centralized or decentralized? Frontline decision-making or command and control? Leaders will often have to choose from among opposing viewpoints and the people supporting those viewpoints will be expecting and asking you to endorse either Plan A or Plan B.
Always consider a Plan C first. While opposing camps argue for why their plan will work while the other point of view won’t, see if you can find a solution that incorporates the best of both proposals while minimizing the downsides.
For example, should we empower our frontline people to make decisions? Yes. Is there the possibility that they will make mistakes if we do? Yes. Does that mean we have to choose between all decisions being made at the frontline, or all decisions being made at headquarters? No. There is a better decision that allows frontline decision-making and maintains accuracy and consistency. Find it.
2. Confusing decision-making with taking action
As a leader, it is easy to think that your job is primarily to make decisions. Decision-making is only the first step. The purpose of leadership is to take action and move. If five frogs are sitting on a log and one decides to jump, how many frogs are still sitting on the log? The answer is five until the decision to jump is actually acted upon. Don’t confuse decision-making for taking action. Take action!
3. Making announcements with little follow-through
If good decision-making is hard—taking action is even more difficult. The biggest trap for leaders is focusing too much time on getting things started and too little time on following through to achieve results. Legendary former chairman of Herman Miller, Max De Pree once likened leadership to being a third-grade teacher when he said that it oftens means repeating things over, and over, and over again until people get it right, right, right. As a leader you need to keep the vision alive—even after the newness wears off. You also have to provide people with the tools and resources they need to get the job done. Remember that there is a strategic and a tactical side to leadership. To be effective, you have to be good at both.
Resources to help you get started
There are a lot of great resources available to help leaders get started or stay focused on making decisions and taking action. Here are three that focus specifically on each of the points above.
- To help combat either-or thinking, check out Polarity Management by Barry Johnson. It details a step-by-step process for finding the best solution when faced with seemingly opposite choices.
- Who Killed Change? A great book which identifies the “usual suspects” that kill good ideas in companies and keeps decisions from turning into action.
- Helping People Win at Work Identifies a clear, 3-step process for setting goals, providing resources, and following up effectively.
Make 2012 your best year ever. Exercise your decision-making power. Strive for the best solutions, take action, and follow-up. You’ll be surprised at what you can achieve when you do!
Customer Service, Moments of Truth, and Social Media
Now that the holidays are over, the true test of customer service begins…Black Friday has come and gone; all of the holiday specials, the “one day only” sales and then the post holiday sales have all died down, so what’s left to attract customers into your stores or businesses?
A big part of it is the memory your business has created in the minds of your customers. Were you easy to do business with in all of the hustle and bustle of holiday shopping? Were your employees friendly and inviting and patient with the customer? Did you welcome returns and exchanges and use that time to chat about people’s best memories of the holidays? It is not too late!
I worked for many years with a number of ski resorts in Colorado and the biggest message I needed to impress upon the employees was that by working in a seasonal business, there was only a small window to make a great impression on their guests so that they would remember their positive experience and want to come back again next season. The same is true for all companies and businesses. Even during your busiest times, that’s when your customers are watching for, and expecting, great customer service.
I have read countless of comments on my Facebook from friends sharing their frustrations of horrible customer service they received over the holidays. They were mad and frustrated and couldn’t wait to post it on Facebook for the world to read! Research shows that people don’t make buying decisions anymore based on only their experiences. They make those decisions on friends’ and family members’ experiences, and now with the help of social media, based on thousands of strangers’ experiences as well! That one bad service story spreads like wildfire and can ruin your reputation very quickly.
So what do you do as a business owner, manager, or even as an employee of a company to start a legendary story of service? Remember that customer service is ALWAYS important and should never be discounted like your prices! Make each interaction with a customer so memorable, that the product becomes the by-product. Remember that great service with external customers starts with great service to your employees or internal customers. Praise employees when you catch them giving great service, and constantly keep “serving others” front of mind. If you do this and stay focused on serving people, your customers will reward you with their devotion and loyalty.
This guest post by Kathy Cuff is the latest in a series looking at exceeding customer satisfaction and loyalty. Kathy, together with Vicki Halsey, are the principal authors of The Ken Blanchard Companies’ Legendary Service training program. Their posts will appear on the first and third Thursday of each month.
3 Steps for a Positive Start to the New Year
The New Year is almost upon us. This time of year is one of hope and positivity. Regardless of whether you feel you had a great year or a down year, there should be excitement that the New Year will be more prosperous than the one that preceded it. So as 2011 comes to a close, here are three simple steps to put you in a positive frame of mind to kick off 2012 on the right foot.
The Three R’s of New Year’s
Revolutions – Circle back and review the resolutions you set for yourself last year. Furthermore, circle back and review any other important non-resolution goals you set for yourself last year. And while you’re at it, circle back and review any other big accomplishments from the past year – include wins AND losses that provided vital learning opportunities.- Revelations – Celebrate your successes! So often we get hung up on not fully achieving our resolutions and goals that we fail to realize just how much positive progress we’ve actually made towards them. This is especially true of resolutions which, for most people, tend to be extreme stretch goals. Don’t forget, they’re called “stretch” goals for a reason. For example, if last year you set out to lose 20 pounds but ended up only losing 10 pounds, you’ve still made positive progress worth celebrating. Be proud of the progress you’ve made toward your goals and celebrate what you have achieved, don’t dwell on what you haven’t achieved.
- Resolutions – Now that you’ve reviewed and celebrated, it’s time to reset. Build off of what you’ve learned from reviewing the past year to determine how you can improve your approach and move closer to achieving (or fully achieve) your goals. When crafting your resolutions for the coming year, make sure that they’re authentic and meaningful to you. There’s a great post on this over at the PsychCentral blog offering 9 Tips for Setting Authentic New Year’s Resolutions.
As the year draws to a close, make sure not to skip steps 1 and 2 before crafting your resolutions. It’s important to review all of the valuable lessons you’ve learned and to celebrate all of your successes. You’ll be amazed at the great year you might not have realized you had! These two additional steps will put you in a positive state of mind and help set the tone for you to develop more meaningful, authentic, AND attainable resolutions.
Congratulations on all that you accomplished in 2011, and best wishes for an even more prosperous 2012!
Adam Morris is a featured blogger at Why Lead Now, one of LeaderChat’s sister blogs, focusing on the next generation of leaders. Follow Adam on Twitter @adammorris21.
Four Ways to Build Trust in Employee Performance Reviews – Do You “Meet Expectations?”
When it comes to building trust through performance evaluations, do you “meet expectations?” As we near the end of the year, many leaders are busy preparing and conducting annual performance reviews for their employees. I don’t know of too many leaders who are overjoyed at the prospect of spending hours compiling data, completing forms, and writing evaluations for their team members. Most leaders I speak to look at performance reviews as a tedious and mandatory chore they’re obligated to complete and they can’t wait to have the review meeting, deliver the feedback as quickly and painlessly possible, and get on with their “real” work.
With that kind of attitude, it’s no wonder why performance reviews are a dreaded event, both from the supervisor’s and employee’s perspective! The reality is that performance reviews are one-of-a-kind opportunities for leaders to build trust and commitment with their followers. Having the right supporting processes and systems in place are helpful, but regardless of your organization’s approach to performance management, you can build trust with your team members by doing these four things:
1. Deliver candid feedback with care – One of the biggest mistakes you can make as a leader is to sugarcoat your feedback to an employee. Your employees deserve honest and sincere feedback about how they’re performing so that they have the opportunity to improve, otherwise you are handicapping them and limiting the capabilities of your organization by accepting sub-par performance. Unfortunately, many employees don’t hear about their poor performance until the situation has become critical and they’re put on a performance improvement plan. A look back through their personnel file reveals a series of performance reviews where they’ve met standards and suddenly they’re surprised with this bad news. There shouldn’t be any surprises in a performance review. Through regular conversations during the year, the employee should have received regular feedback about how they’re performing relative to their goals and competencies of their role. I think most people know if they aren’t performing up to snuff. Your people will trust and respect you more if you’re honest with them about their performance.
2. Listen – Don’t do all the talking during the performance review. Yes, you have to review their performance and deliver feedback, but you should also take the time to ask your employees how they felt about their performance. Ask open-ended questions like: “What did you learn this year?” “What would you do differently?” “What did you feel were your biggest successes?” Soliciting the thoughts and opinions of your employees sends the message that you care about what they think and that you don’t assume you have all the answers. You’ll learn valuable insights about what makes your people tick and you can use that information to help plan their future performance. Lending a listening ear is a great way to build trust.
3. Focus on the future – Wait…aren’t performance reviews about reviewing the past? Yes, they are, but in my opinion the real bang for the buck is using that information to focus on growth and development opportunities for your people. Learning from the past is essential, but it’s only valuable if we apply it to the future. What training or education is needed? What are some new stretch goals that can be established? In what ways can the employee leverage his/her strengths with new opportunities? Demonstrating to your employees that you are committed to their career growth builds trust in your leadership and commitment to the organization. Don’t miss this valuable opportunity by solely focusing on the past!
4. Ask for feedback on your leadership – I’m not suggesting you shift the spotlight from your employees to yourself and hijack their review in order to feed your ego, but I am suggesting you ask them two simple questions: “Am I providing you the right amount of direction and support on your goals/tasks?” and “Is there anything I should do more or less of next year to help you succeed?” One of your primary goals as a leader is to accomplish work through others. Their performance is a reflection of your skill as a leader so it’s only appropriate that you use this time to recalibrate the leadership style(s) you’ve been providing. It may come as a surprise, but have you thought that the reason why your people aren’t achieving their goals is because you’re not leading them properly? Make sure that’s not the case and get feedback on how you’re doing. Asking for (and graciously receiving) feedback from others is a trust-boosting behavior.
Performance reviews don’t have to be a painful, tedious, mundane task. If you approach them with the right mindset, they can be prime opportunities to build trust with your followers which in turn will help them, and you, to not only meet expectations but exceed them!
This is one in a series of LeaderChat articles on the topic of trust by Randy Conley, Trust Practice Leader at The Ken Blanchard Companies. For more insights on trust, visit the Leading with Trust blog or follow Randy on Twitter @RandyConley.
How would employees answer these five questions about YOUR corporate culture?
WD-40 CEO Garry Ridge and best-selling author Ken Blanchard got some eye-opening responses to questions they asked in a recent webinar. They were sharing some of the key points from their book Helping People Win at Work, and as a part of their presentation they conducted a survey with their audience. They wanted to find out how attendees felt about the performance management process in place at their organization and how it was impacting culture and performance.
To get at that, they shared five key questions from WD-40’s annual engagement survey and asked the audience how many of these statements they would personally agree and/or strongly agree with. Here are the questions (and the percentages of positive responses.) See how this stacks up with your experience.
In my organization/company…
- I am treated with dignity and respect. (78% agree/strongly agree)
- Employees work passionately toward the success of the organization. (52% agree/strongly agree)
- I am allowed the freedom to openly discuss an alternative point of view concerning issues at our company/organization with my supervisor. (71% agree/strongly agree)
- My supervisor respects me. (77% agree/strongly agree)
- I know what results are expected of me. (68% agree/strongly agree)
Then Ken Blanchard asked one additional question to highlight the connection between performance management and culture. After the initial results were shared, he asked, “Do you believe that you, as an employee, benefitted from your last review with your supervisor?”
Over 58% of the 500 people in attendance said “no”.
Blanchard and Ridge used this final question as a springboard to share their thoughts on what makes up a successful performance management system for employees. They identified three key components.
- Clear, agreed-upon goals.
- Consistent day-to-day coaching designed to help people succeed.
- No surprises at performance review.
The core of their message was that it’s all about trust and respect. Organizations that treat people as valued team members by taking the time to structure jobs their properly, provide direction and support as needed, and focus more on helping people succeed instead of evaluating them, are the ones that create engaging work cultures that bring out the best in people.
What’s possible?
But does it work? That’s where Garry Ridge’s experience at WD-40 really caught my attention. After working at this for the past 10 years, Ridge answers, “absolutely” and he has the numbers to back it up.
Check out these responses from WD-40’s most recent survey on the same questions Ken Blanchard asked the audience.
- At WD-40 Company I am treated with dignity and respect. (98.7% agree/strongly agree)
- Employees at WD-40 Company work passionately towards the success of the organization. (98.6% agree/strongly agree)
- I am allowed the freedom to openly discuss an alternative point of view concerning issues at WD-40 Company with my supervisor. (98.3% agree/strongly agree)
- My supervisor respects me. (98.0% agree/strongly agree)
- I know what results are expected of me. (97.7% agree/strongly agree)
The numbers at WD-40 are at least 20 points higher in all categories and an eye-popping 46-points above the audience survey response when it comes to question number two, “Employees at WD-40 Company work passionately towards the success of the organization.”
Ridge also has the bottom-line impact numbers you’d expect with the company experiencing consistent growth over the time period and record sales for the most recent fiscal year.
How about your organization?
Strong performance management is a basic key to success but its implementation is very uneven in today’s organizations. Some companies have strong processes in place while others leave it up to the discretion of the individual manager.
What’s your company’s approach to performance management? How is it working?
If you could use a more consistent, proven approach, check out the process that Blanchard and Ridge suggest in their book Helping People Win at Work. It can be implemented at any level in an organization. To see the complete presentation Blanchard and Ridge conducted check out the webinar recording posted up at Training Industry by clicking on this link.
Good performance management is a basic to better performance. Don’t let an uneven approach create inconsistent results. Your people deserve better. Conduct a performance review of your performance management system today.
