Hi Jeff,
Excellent strategy! I love your style and I manage my team in the same way.
I would would only add that you should always be fairly certain a task can be executed when you make an assignment.
Some managers simply say, "you have to increase starts by 20%," or "you must hit 90% placement." Many times, the objective is not realistic and in some cases this creates an uncomfortable gap between expectations and performance.
Always use or ask for historical data, benchmarks and bridge reports (how we are going to get from A to B)to ensure success.
I like to utilize strategies such as assigning specific tasks to individuals in the group's presence. This way everyone knows what the other is responsible for related to the goals. I also like allowing each person or group of people present their progress to the group on a regular basis. I find that stating clear expectations from day one is a good way to communicate. Another is the follow up. If I find that an individual or group has not been living up to their responsibilities, I work with them to find out where they are being held back and get them back on track.
Hi Richard,
You are correct. Excellent points. I also find that taking the time to plan, prepare and budget for the project at hand provides a critical foundation for success.
When all team members are fully engaged in the planning process, they tend to have more "buy-in" and a greater willingness to work together to improve performance and achieve the desired goals.
I think that team unity is a vert important part in improving team performance. Make sure your team is still focused and excited about the goals that were set in the beginning. Always give team members that are meeting their goals positive feedback, and for the team members who are not constructive criticism and find out what we as a team can do to help.
Hi Troy,
Great comments. You are right on. Before you can properly assess the quality of your team, you have to ensure that you have communicated the expectations in a clear, concise and consistent manner. I love to see that you are willing to look at yourself and your method of execution as a potential part of the problem.
Great leaders look out the window, and give credit to others, when times are good and look in the mirror when times are tough.
A couple of things I would have to consider. What was the team trying to accomplish? What might be the issue causing the problem. Is the problem with the process or something external to the team? I would have to look to ensure I have the right people of the task. Possibly look to see if my approach would need to change. Maybe it is my approach to the decision making process, maybe I’m part of the problem.
I would prefer to communicate any measures face to face with the team. These days’ folks tend to communicate via email to often.
I see a large portion of the problems coming from a lack of focus on the team goals. What do you think?
Josh
It depends on the problem we're having. My team is made up of very independent some what opinionated people. When the team stops working together we have a team meeting to hash out the differences and come to an agreement, make a decision and move forward.
Hi Wendi,
Excellent comments. Open and consistent communication is key. In the perfect scenario, goals and objectives are clearly established and consistently communicated so that any shortfall is obvious to all.
Life, of course, is not this simple. Speaking with the individual in private and then redirecting tasks and modifying expectations with your team is the correct path. You are right on!
The corrective measures would depend on what areas of the teams performance was suffering. Open communication within the team allows the leader and the members to have open discussions on where the team is falling short and on what fixes can be applied.
In instances where there needs to be person to person communication regarding a team members performance, communicating that to the team can be tricky. It could be that the leader would provide information to the team at the next meeting in a general progress report that indicates a redirection of tasks or updates on expectations.
Hi Isabel,
Thanks for your comments. You are correct, getting everyone on the same page, and keeping them there, is critical. Make sure you always communicate the "what" and the "why," to ensure everyone understands the reasons behind your strategic direction.
Consistently celebrating small wins with a sincere pat on the back is the best way to encourage continued strong performance.
