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People Who Feel Good About Themselves Produce Good Results.
“Yes. However, remember—productivity is more than just the quantity of work done. It is also the quality.”
“As I said earlier, I don’t make decisions for other people,” the Manager said firmly. “Make that decision yourself.”
Our Manager works with us to make it clear what our responsibilities are and what we are being held accountable for.”
Our Manager makes sure we know what good performance looks like because he shows us. In other words, expectations are clear to both of us.
“I knew what he had done, of course. He’d shown me how to solve problems so that I could do it on my own.”
After all, how can you be an effective manager unless you and your team are clear about goals and what good performance looks like?
“He said it would be a lot easier for me to do well if he gave me crystal-clear feedback on how I was doing. He said it would help me succeed—that I had talent and he wanted to keep me. He also wanted me to enjoy my work and to be a big help to the organization.
Help People Reach Their Full Potential. Catch Them Doing Something Right.
“Because confidence that is earned helps you deal with all the changes that are occurring. We’re expected to be confident enough to innovate in order to stay ahead.”
Goals make clear what is most important to focus on, Praisings build confidence that helps you succeed, and Re-Directs address mistakes. And all three of these help people feel better about themselves and produce good results.
The Best Minute I Spend Is The One I Invest In People.
“I believe many managers assume wrongly that the people on their team know what to aim for.
“It’s all because the number one motivator of people is feedback on results. They want to know how they’re doing.
“In fact, we have another saying here that’s worth noting: Feedback Is the Breakfast of Champions. It’s feedback that keeps us going.
“In order to look good as a manager in most organizations, you have to catch some of your people doing things wrong. You have to have a few winners, a few losers, and everyone else somewhere in the middle.
“You see,” the Manager said, “you really have three choices as a manager. First, you can hire winners. They are hard to find and they cost money. Or, second, if you can’t find a winner, you can hire someone with the potential to be a winner. Then you systematically help that person become a winner.
“Many managers gunnysack their feedback. That is, they store up observations of poor behavior until frustration builds. “When performance review time comes, these managers are angry in general because their sack is really full. So they charge in and dump it all at one time. “They tell people every single thing they have done wrong for the last several weeks or months or more. “It’s not fair to people to save up negative feelings about their poor performance, and it’s not effective.”
“What happens then is people usually end up disagreeing about the facts, or they simply keep quiet and become resentful. Often, the person receiving the feedback becomes defensive. They don’t own what they have done wrong.
“If managers would address things earlier, they could deal with one behavior at a time and the person would not be overwhelmed. They’d be more likely to hear the feedback the way it was intended. That’s why I think performance review should be an ongoing process, not something you do only once a year.”
“When our self-concept is under attack, we feel a need to defend ourselves and our actions, even to the extent of distorting the facts. When people become defensive, they don’t learn. “So you want to separate their behavior from their worth. Reaffirming them after you’ve addressed the mistake focuses on their behavior without attacking them personally.
“When you walk away, you want the person aware of and concerned about what they did, instead of turning to a coworker and talking about how they were mistreated or what they think of your leadership style.
tell people what they did wrong; tell them how you feel about it; and remind them they are better than that.
“Your job is to show people how to manage themselves and enjoy it. You want them to succeed when you’re not around.
