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Maximizing Performance Through People with Terry Crow
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Showing Posts Tagged: performance improvement

Adaptability as a Management Competency

Yesterday I attended an event centered around the topic of social media and its implications for employee relations issues in the workplace.  Many businesses have already put social media policies in place to provide instruction to employees and managers about workplace issues and social media.  Even the best social media policy, however, can only do so much to address areas that can cause potential employee relations issues both in and out of the immediate workplace.

Performance Interactions…Purpose, Action and Progress

Interactions with people related to work performance occur on a daily basis for most managers.  We get work accomplished through these interactions, which happen with varying degrees of success.  Some of these performance related discussions leave those involved feeling inspired, focused and prepared to take action.  Others leave people feeling befuddled, confused, and wondering what is expected to happen next.

As managers in the new business normal, it is up to us to drive these performance conversations so that they are purposeful and direct performance in a way that gets the intended results.  Here is my definition of a successful performance interaction:

Staying Present During People Performance Interactions

One of the most visible ways that people get work accomplished is through interactions with other people. As mangers, most of us participate in these performance related conversations on a regular basis. Our effectiveness during these interactions plays an enormous role in our success as managers in the new business normal.

Interactions related to work performance can occur on an informal basis, such as a quick telephone conversation with an employee about a work-related question.  They can also occur on a more formal, structured level such as one-on-one meetings to discuss projects, goals, problems, new assignments, and an endless list of other potential topics.

Managers—Do You Help or Hinder Performance?

As managers in the new business normal, our whole approach to getting results in the workplace is continuing to change, and those on our team look to us for guidance and strong, steady leadership.  At least, that’s how it’s supposed to work, but it doesn’t always turn out that way.

After working with managers for decades and being a manager myself, I have come to realize that we all have an opportunity to add value and contribute so our team members do in fact look to us with confidence.  We can capitalize on this opportunity if we are committed to seeing ourselves as we really are and making changes needed to keep us improving.

Performance Measurement Matters

As I work with individuals and organizations on topics related to maximizing the performance of people in the new business normal, I am regularly asked about how to go about measuring performance.  This topic is enormous and rich in content.  Performance measurement is also a tricky topic with a significant potential impact on performance improvement.  With this in mind, let’s cover some basics to get us started in developing our understanding about performance measurement and people.

What is performance measurement?

Taking Stock of Our Own Talent

I was in one of my favorite grocery stores the other day to pick up a few items.  While I was there, I noticed they were making massive changes to their items in inventory.   I knew they were getting ready to relocate to another store location in a few months, and that it was a brand new facility.

One of the driving factors for the decision to move was a competitive one. Within in the last few months, several new grocery stores had entered the market with splashy advertising touting their presence.  These competitors were diverse in their offerings: one offered lower prices and “bag your own groceries”.  Another was a national chain that was definitely more upscale.

Overcoming Reluctance for Performance Conversations

Yesterday, I had a conversation with a friend of mine who recently retired after having a decades-long successful career as a manager in the medical field.  We talked about the importance of performance interactions and the pivotal role of the manager. He remarked that his management style was very laid back and his tendency had been to avoid rather than address performance issues.  This style he believed, worked best with the culture of the organization and was a key factor contributing to the high employee retention rates.