Time: 5 minutes

Seeking Better Performance from Those You Manage

I recall a job where the director of my department was emphatic that my team had to increase our skillset to help the department and company work more efficiently and quickly. I knew what he said was true, but there was a problem with his approach. It seemed on the surface that he was sincere in seeking better performance and was willing to support us in acquiring the needed skills, but then came reality.

He told each person on the team that we had the same goal for the year, on which our end of year evaluations hinged. Management encouraged us to work out our own goals, but they always modified them to meet the director’s goals. When this first happened, I didn’t give it much thought, but it became a yearly ritual.

The other part of the problem was that the promised time and resources to gain these skills was seldom delivered. Each of us had responsibility to find training and then submit it for approval. Sometimes, training offered in our facility became mandatory, even if it had little efficacy. Time was always the biggest excuse to not allow for training, closely followed by money.

Gutting Morale Decreases Performance

Obviously, when you kill the morale of a team, their productivity will decline. However, managers seldom look to see what the effect of their actions do to morale. Though the signs may be there, they will blame the employee for the drop in performance rather than assessing what is causing the drop.

I know that there are good managers out there that see it, but feel helpless to change the performance and productivity of those who direct them. How do you help a team that is declining? How to you help your directors see the harm done?

Such problems are what cause good managers to leave. When you feel chained to poor leadership, it can lead to distress and anxiety that eat away at your ability to reconcile what you know to do and reality.

Make Your Own Performance Improvement a Priority

I missed a great opportunity at that company. I focused on what I did not get. Choosing to focus on what they needed, regardless of support given or not was what I missed. I could have learned what was needed on my own time. Sure, it would mean that I gave up some more of my time, but my performance would have increased rather than staying at the status quo. My value also would have increased, not just to the company, but to potential employers.

I learned this lesson later as an entrepreneur. The lesson could have been mine sooner. I could have moved my business forward faster, but I was not ready, yet. I discuss the idea of wanting something more than having to do it in one of my early posts. It was a first step in my own progression. It came about because I was actively seeking better performance from myself.

Those you lead look to you for leadership, not management. Give them what they are looking for in you. If you are worrying about what you are not getting, your team will follow. Show gratitude for what you do get. Do your work to get what you need for your team, but don’t make the lack of it your focus.

Work on what you know you need to work on. Ask trusted mentors for help and guidance. Do you need to work on empathy skills? Maybe you could use practice in focusing to be present in conversations. Are your meetings achieving what you want from them? Learn how to get the most out of time you spend with your team and show them that you value their time. That ability will help you earn trust and develop your team to do the same.

Showing the Change Encourages Trust

Don’t be the manager that just agrees that things are hard or a mess. You can acknowledge areas that need improvement in the organization, but help the individual who is complaining to see what is good in your team. Help her to truly see the good she is doing and express your gratitude for her. List off some of her skills. Encourage her to work on some skills that could use some polishing.

Show your team that you take your own time to improve your own abilities. Talk about what you are reading, studying, or watching to learn and grow. As team members start to notice that you put in the work to be better, some will start to ask questions and take steps for themselves. Individually encourage that effort. You know that it is not easy to start, but that the rewards outweigh the cost in the long term. They need that encouragement to keep going as they start.

Another benefit of showing your progress is that you will be better at taking account of your growth. It will help foster a feeling of gratitude and accomplishment that is infectious. Those in a good mindset will follow.

The employee that fights you and the effort to improve is not a lost cause. Give him some extra positive attention. Go out of your way to find things to praise. Don’t make them up, but show sincere gratitude. Give encouragement that is not filled with platitudes. Be honest, but not overly critical. The idea is to build him up so he can start seeing things differently. Don’t expect overnight success, but recognize the little wins. You may be fighting years of verbal, mental, and emotional beatings that have led him to doubt most everything in his life. Be the person who believes in him.

What is Your Next Step to Performance Improvement?

If you are seeking better performance, what are you going to do next? Are you going to think about changing? Will you think of a plan but not commit it to paper? Do you see yourself writing out goals and then shelving them? Or, are you going to write out your goals and share them with others so you will be accountable for them?

Are you looking for some help seeing where to make changes? Let me know what you need help with and let’s see what you can do to take your next step.