Posts Tagged ‘
performance feedback
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Posted by:
Amy
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April 17, 2012
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Stark Raving Mad?
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Tags: core communications, desired outcome, employee programs, employee satisfaction, leadership, management, performance feedback
No problem can be solved from the same level of consciousness that created it. Albert Einstein
We have been looking at Amabile and Kramer’s research on how to give workers a vision for the meaning in their work. In our last blog we looked at catalysts and nourishers – methods that we as managers can use to help our employees see the contributions they make in our organizations. We also looked at a daily checklist to use as a guideline as we infuse our employees with a sense of purpose, engagement, and productivity.
However, we would be remiss if we didn’t look at the inhibitors to that meaning and progress. (more…)
Posted by:
Amy
on
April 13, 2012
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Stark Raving Mad?
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Tags: assessment tools, best practice, employee satisfaction, leadership, management, performance feedback, team dynamics
We have been looking at how to provide your employees with catalysts and nourishers to have more progress days and higher overall achievement and job satisfaction. Amablie and Kramer have published The Power of Small Wins that we are reviewing to motivate and engage our employee. They have provided a daily progress checklist to review the day and plan managerial actions for the next:
Describe 1 or 2 events today that indicated either a small win or a possible breakthrough.
Catalysts:
- Did the team have clear short- and long-term goals for meaningful work?
- Did team members have sufficient autonomy to problem solve and take (more…)
Posted by:
Amy
on
March 27, 2012
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Stark Raving Mad?
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Tags: employee satisfaction, leadership, management, performance feedback
In our last few blogs we examined the four ways that managers unwittingly drain the meaning out of their employees’ work. Not only does this lead to a demoralized staff, but diminishing productivity and overall organizational well-being. Of course we won’t leave you with the doom and gloom – there is something you can do other than the not doing we just discussed.
In The Progress Principle: Using Small Wins to Ignite Joy, Teresa Amabile and Steven Kramer show how to truly engage our workers and enable them to see their own progress. (more…)
Posted by:
Amy
on
March 16, 2012
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Stark Raving Mad?
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Tags: employee programs, employee satisfaction, leadership, management, negative feedback, performance feedback
There are many programs on team building, coaching, and leadership development. All of these can be highly beneficial but will suffer if the root cause of employee dissatisfaction or motivation is not identified. If you have found that your programs have not yielded the success you expected, there may inherent lack of interest or satisfaction in the job itself. This often results from a failure of leadership.
We are reviewing the research from Amabile and Kramer on the 4 distinct ways that managers unknowingly drain work of its meaning. (more…)
Posted by:
Elizabeth
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March 8, 2012
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Call Me Indispensable
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Tags: assessment, assessment analysis, employee programs, leadership, performance feedback
You have seen your weaknesses, and you’ve found the complementary skills that will increase the strength you’ve decided to focus on. The time has come to do what you probably do best – work on it! The complementary skills that Zenger, Folkman, and Edinger have identified are ones that can be developed in a linear fashion. When you find your strength’s complementary skill set begin to research business journals and self-help libraries, as well as asking a colleague that excels in that skill set for help. Also consider internal learning opportunities as well as outside classes and webinars.
You should see solid improvements within 30 to 60 days. (more…)
Posted by:
Elizabeth
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March 6, 2012
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Call Me Indispensable
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Tags: assessment analysis, assessment tools, data analysis, leadership, performance feedback
This is where you can rely on the technical to help you make what can otherwise be an emotional decision. We talked last time about choosing the strength that you want to focus on. For Tom, the midlevel manager who undertook this process, this decision was overwhelming. While he was able to answer all of the questions we posed last time to explore his passions and interests within the competency framework, until he broke out the numbers it was a daunting decision. (more…)
Posted by:
Elizabeth
on
March 1, 2012
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Call Me Indispensable
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Tags: assessment, assessment analysis, assessment tools, data analysis, performance feedback
We are going to choose the race you will run today in our cross-training program to make you indispensable. In our last blog we decided that we are not going to address your weaknesses. Everyone has them, and unless they are fatal flaws, we are going to cross-train your strengths into excellent leadership attributes.
Choosing between good and good can be quite difficult. It may in fact not matter which attribute you choose since any one of them will lift your overall leadership effectiveness score. However, look to your organization for help. Focus on a competency that really matters to your organization, or one that your culture cares about. Also consider your own passions, what area do you care about that would serve your organization and your career well?
Let’s look back at Tom who chose a series of questions to ask regarding each of the 16 competencies:
- Do I look for ways to enhance this skill?
- Do I look for new ways to use this skill?
- Am I energized then I use this skill?
- Do I pursue projects that require this strength?
- Would I devote time to improving this skill?
- Would I enjoy improving this skill?
Considering these questions gave Tom a way to quantify his passions and then looked to see where those passions matched up with those of his organization. He decided upon “inspires and motivates others.”
What skill will you focus on? Does it match up with your organizations needs and culture? Will you enjoy this skill? Make sure that this will be a beneficial and somewhat pleasant process for you and your organization. In our next blog we will look at selecting complementary behaviors to complete your cross-training agenda.
Posted by:
Elizabeth
on
February 28, 2012
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Call Me Indispensable
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Tags: assessment, assessment analysis, assessment tools, performance feedback
So you’ve decided to become indispensable. You’ve been following this blog and are determined to rise the top, beyond your better-than average performance ratings. You’ve started thinking about your cross-training program and eagerly gathered feedback from your 360 evaluations. Being the good statistician that you are, you have run the numbers and found your flaws. You are poised to attack – but wait! This is not about your flaws. Unless those flaws are critically below the 10th percentile, and 20% of executives researched do find such flaws and address those linearly, we are going to cross-train.
In fact, we aren’t even going to address some of your average attributes. (more…)
Posted by:
Elizabeth
on
February 23, 2012
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Call Me Indispensable
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Tags: assessment, assessment tools, leadership, performance feedback
It’s a common fault. We learned in our last blog series that the majority of employees overestimate their abilities. Don’t make this mistake when planning on which complementary, cross-training leadership skills you will develop. You have to start with a realistic picture of your own strengths – and this will not come from you! Despite the research that shows our tendency to exaggerate our strengths (see our last blog series) it really doesn’t matter what you think, since leadership is all about your effect on other people.
Therefore, we need to proceed with a valid 360-degree assessment. (more…)
Posted by:
Elizabeth
on
February 21, 2012
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Call Me Indispensable
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Tags: develop your strengths, evaluation, performance feedback
No, you have not stumbled upon Weight Watcher’s blog. We are continuing our look at how to develop your leadership skills with complementary competencies with research from Zenger, Folkman, and Edinger. Just like diet and exercise, combining your already impressive strengths with correlating leadership areas can combine to produce an interaction effect that cannot be exceeded with improvement in just one area alone.
In previous studies, the researchers found 16 leadership competencies that highly correlate to such outcomes as increased employee engagement, customer satisfaction, profitability, etc. (more…)
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