Is it poor employee performance or poor behavior?

When business is good we tend to overlook marginal performance and poor behavior. The old adage- sales hides all sins – can not be a part of any business striving to be successful today.

Good employee performance should be rewarded regularly and loudly, while poor performance or poor behavior should be addressed discretely and swiftly. Many people often mistake poor performance with poor behavior.

As described in an article at http://www.labourguide.co.za/poor_performance.htm

Poor Performance looks at whether the job, which the employee is being paid to do, is being done properly. Poor behavior – relates to misconduct- deliberate disregard proper professional conduct.

So how do you define poor performance?

• Is the output sufficient?
• Is the quality acceptable?
• Are company operating procedures being followed?
• Are costs kept within budget or is the amount of rejects unacceptably high?
• Is the effort put in by the employee sufficient?
• Is it perhaps inability to do the job at the required level – can the employee perform satisfactorily at a lower level?
• Is just plain incompetence? I.e. not insufficient effort, but a clearly a lack of ability to do the job?
• Is it carelessness – lack of attention to detail?
• Is it a form of negligence but not misconduct? In other words “I don’t care.”

Management’s responsibility:

• Respond in reasonable time frame
• Be specific about the problem and the solution- let them help this to determine – TFU
• Establish cause- personal life issues, internal company issues
• Investigation- Determine if systemic issues exist
• Discussion with the employee- reiterate expectations in writing
• Counseling meeting – not punishment- assist them to recognize and overcome the problem
• Training – retraining
• Find a mutually acceptable way of dealing with it
• Follow up
• At the end of the counseling session, the employee must be warned of the consequences of failure to improve where such warning is appropriate.
• Bear in mind that the aim of the counseling session is not to punish the employee, but to notify an employee of the need to improve their performance.

Defining misconduct or poor behavior (relation to company rules, policies and procedures)

• Stealing
• Assault
• Swearing at a customer
• Disruptive behavior
• Blatant disregard for company policy or procedures

An example might be an employee is never absent and performs well but the employee is caught stealing… blatant misconduct issue.

Management’s Responsibility

• Respond immediately
• Investigate thoroughly- write exact account
• Determine punitive action
• Make decision quickly
• Misconduct usually results in immediate and severe disciplinary action – perhaps even dismissal.

The surest way to erode your credibility, respect and profits with your employees, boss and most importantly, customers and clients is to ignore poor behavior and employee performance issues.Making every employee and manager aware of your written guidelines in your policy and procedure manual assures everyone understands the critical nature of their proper behavior and performance. it sets the expectations necessary to ensure sustainable productivity and efficiency that drive excellent customer service and growing profits..

If you are in doubt as to how to respond to people issues, get good outside help from a trusted adviser, business coach or a friend with an unbiased view. Working with a good business coach is a great way to stay ahead of the competition both in the growth of you and your people and the growth of your business.

To your continued success,

Coach Nancy

Do you ever wonder why some people are always rushed, stressed, anxious and constantly running while others have the time to think, plan,  and balance work and play?  The constant demands of everyday life can seem overwhelming and stalemate  our ability to get things done.  It is not really our lack of time but actually it is our lack of how to effectively use that time. So what can we do about it?

Here are some helpful thoughts and steps to free up more of your time.

• Deal with your “reality” about time.  Many of our time management issues are actually related to our own behavior.  So the first step to freeing up more time is to understand yourself and your limiting behavior.

• Prioritize tasks.  All too often everything is treated with the same level of     importance.  Prioritize work based on importance instead of size of project. Think     about important and urgent vs. important but not urgent. Over time, shift your list     so that you are being proactive about your tasks.

• Track your time.  Analyze how you spend your time.  Take a week and record  everything you do and the time you spend on each task.  Map this out so you can  visually see how you spend your day.

• One at a time.  Try to complete projects by working on each project individually. Let the computers multi-task.  Have only one project at a time on your desk.

• Delegate tasks you should not do.  Many people hang on to tasks that should be     delegated to someone else.  Determine what it is costing you by doing these tasks then find/train someone else to do them for you.

• Learn to say “No”.  Many people overload themselves with work.  You can become     overwhelmed and others cannot count on you to meet deadlines.

• Schedule your work.  Create time to work on projects by scheduling them as you would a meeting.

• Always ask why.  Things change and sometimes we continue doing things one way when a better way is available.  Always question yourself.

• Make time for yourself.  We all need down time.  It will allow you to recharge the  batteries so you can be more productive when you go back to work. A simple walk around the parking lot can re-energize you.

• Create your own system.  Whether it’s Outlook, a day planner, or a notepad, you need to create your way to manage your time.

• Plan your success.  Set goals, create an action plan, and track your performance. Always follow-up and measure where you are so you stay on track with your goals. Understand how setting goals will impact what you do.

What will you change now that will help you accomplish more by paying attention to time robbers?

To your continued success,
Coach Nancy

1. Clearly design and define the two to three key measures of success and failure in your business. Can’t hit a target you can’t see. What does it look like when you are successful? By defining success in your terms you will really know when you actually hit it.

2. Develop and review daily and weekly reports that bring you meaningful information (the measurables). These ACCURATE reports will keep your progress in focus by giving you early warning of trends in progress – both those that you need to correct and those that you will use to a greater advantage. A leader is a visionary. See the big picture and how these measurables really affect your business. Do not use these reports as “hammers” for your people. Use them as tools to detect trends, both positive and negative. React like a leader!

3. Spend one hour a week with your best customers — listening, collaborating, suggesting, and understanding. You will learn exactly what your customers are thinking and this will be a powerful and pleasant way to build customer loyalty. Think of this from the internal customer perspective as well. When was the last time you sat with one of your employees and observed what they did?

4. Spend two hours periodically (a week, a month, etc.) answering the phones — from customers, prospective customers, the public, etc. Imagine using what you learn from these calls as a way to increase customer loyalty. You are hearing first hand what they think and need.

5. Have regular (monthly- quarterly) meetings with your competitors and a mastermind group, discussing the trends within your industry/profession and ways to cooperate. Look for new opportunities to expand into and get your name into the community in a positive way.

6. Have at least a dozen people in every aspect of your business who will tell you the truth. Listen to them carefully and with an open mind to improve.

7. Ask people (employees, customers, suppliers, etc.) for their opinions, i.e. what are the things hampering the way we do business, what do they like, how can it be better, are you providing what people need. Keeping an open mind will bring unprecedented results to those who listen actively.

8. Develop action plans with dates and people for the major areas and major functions within your business. Distribute it to your key people. Review it regularly to keep your business on track to reach your goals on time.

These ideas not only come from me but from Benjamin Franklin, Thomas Leonard, Dale Carnegie, Andrew Carnegie and other very successful people. Many business owners have implemented them into the daily routines of their companies and have reported great success.

Here are some quick questions for you to think about:

Are you using tools like this now?  If yes, how can you improve them? If no, why not start today?

How will you use these ideas to grow your business profitably while having more fun?

To your continued success,
Coach Nancy

It also is an incredible motivator to those seeking more in their career.

Here are 5 Tips for Choosing the Right Person for Management
* Have a very clearly defined set of expectations for yourself and them before choosing a manager.

What is it you REALLY want them to do? (help make money  is a key component)

Write down those roles and responsibilities well in advance of choosing a manager so the candidate fits the job, not visa versa.

Make sure these roles and responsibilities align with your mission.

* Management is a people job. Look for a people person first and foremost. They  should have  that positive attitude necessary to lead others.

Identify those  folks with good people and organizational skills, and with the ability to see the big picture.

Identify those with a positive outlook and a good sense of humor who demonstrate a “can do” spirit. They will need these traits when things get tough.

Look for people who seek out the best in others.

* Determine who may be interested in accepting more responsibility and taking on a leadership role by asking.

Tenure, loyalty and friendship are not reasons for putting someone in management positions. As a matter of  fact, those are the three worst reasons to promote someone.

Leave no stone unturned. The quietest person may be just the one. It’s just no one ever asked them.

Who are those people who are self starters and take personal responsibility for all their actions?

* Seek out people who challenge you and the status quo -  you don’t want a “mini me”.

“Yes people” are followers – not leaders.

Find the person who understands where you are going and why and wants to be a part of making that happen.

* Develop a management preparedness program so the right people are ready when the opportunity presents itself.

Have a written training plan for those interested in becoming a manager so they earn the right to be considered. This is a natural weed out process.

Begin delegating people and project responsibilities to those you are grooming with a follow-up process to measure their progress.

Remember taking the extra time to choose the right person on the front end will save countless hours of wasted time for you in the future.

Hiring the right person to help you manage your practice or business is but the first step toward success. The next critical yet often overlooked step is using a qualified management coach to develop those necessary habits, attitudes and behaviors of an exemplary leader once you have made your decision.

To your continued success,

Coach Nancy

All organizations preach to their managers to think like owners and consider all sorts of ideas and options before making a decision. We drill home the virtues of thinking costs savings and value added to our managers, yet how many businesses or healthcare organizations, large or small, train their management in the specifics of business finance? I would suggest few to none. But what business does not need ample cash flow and sustained profitability from every department in order to be successful?

If managers are expected to take ownership and share the responsibilities of running the business, they must be held to the same standards as owners or executive level management when it comes to financial understanding and accountability.

The key is to start training people immediately. We spend so much time training or hiring for technical expertise but very little to the financial understanding that is so basic for the achievement of corporate financial goals. Before promoting from within, ensure candidates have met certain basic criteria for leading people and understanding the financial risks of all aspects of their leadership. Before hiring from the outside, consider interview questions that specifically elicit a person’s financial comprehension.

So many executives simply hand over periodic financial reports to managers and assume they know what the heck they are looking at. Most reports end up in the bottom drawer somewhere. Many managers don’t take company financials seriously until they are required to – by that time it may be too late.

Managers today should know how to effectively utilize the basic tools such as reading, understanding and utilizing a balance sheet, statement of cash flows, and a profit and loss statement when making decisions. Teach managers at all levels how to create a functional budget so there are accurate financial metrics by which to measure a manager’s performance. Every manager’s performance should be tied directly to company financial goals. If not, don’t give them the title of manager. The need to make quick financial decisions is vital at every level to succeed in business today.

How would you rate your management’s actual understanding and accurate use of financial information?

Now is the time to take action to ensure your managers have every tool available to them to make proper decisions and take appropriate actions as leaders- especially those critical financial tools.

To your continued success,

Coach Nancy

Really great companies, even in bad times, place people and values first. The link between people and the bottom line is becoming more apparent. Organizations that succeed over time are those that have a strong values-driven culture. They are people-centered organizations who balance values and business.

Our People First                                                            

I am often asked by clients, “How can I motivate employees? Why don’t they just get as excited about our business as I do?”  The answer is really simple – put their wellbeing before that of your balance sheet and the results falls in line more easily and effectively.

The quality of the interaction with and among employees drives the quality of the products and services. A focus on treating employees with warmth, dignity and respect pays off in how customers are treated and consequently in how the business performs.

Many organizations forget the connection between customers, employees, and financial results. If you want to have great business results, you must have customers who love your products and services—customers who believe that they’re getting excellent treatment from the company. In order to do that, you have to have employees who are motivated, committed, and using their talents on behalf of the organization.

As Fred Smith, CEO of FedEx has always said, “if we treat our people with the respect due, they in turn will carry that attitude to our customers through service and the long term results will always be improved profitable for all stakeholders.”

Want to build employee morale? Start by walking the talk and treaing your people as though their ideas and hard work matter.

To your enduring succes,

Coach Nancy

Amazing when you take the time to think about why you may not be winning at your  healthcare business or any service business, the one major thing standing in the way is usually YOU. From how you define success to how you go about achieving it, all is reflective of your attitude.

Take a look at these 12 habits and determine if any of them may be contributing to the YOU factor keeping you from being all you can be.
1.    Winning too much: The need to win at all costs and in all situations – when it matters, when it doesn’t, and when it’s totally beside the point.

2. Adding too much value: The overwhelming desire to add our two cents to every discussion.

3. Passing judgment: The need to rate others and impose our standards on them

4. Making destructive comments: The needless sarcasms and cutting remarks that we think make us sound sharp and witty.

5. Starting with “No,” “But,” or “However”: The overuse of these negative qualifiers which secretly say to everyone, “I’m right. You’re wrong.”

6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.

7. Speaking when angry: Using emotional volatility as a management tool.

8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.

9. Withholding information: The refusal to share information in order to maintain an advantage over others.

10. Failing to give proper recognition: The inability to praise and reward.

11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success.

12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.

13. Playing favorites: Failing to see that we are treating someone unfairly.

14. Refusing to express regret: The inability to take responsibility for our actions, admit when we’re wrong, or recognize how our actions affect others.

15. Not listening: The most passive-aggressive form of disrespect for colleagues.
16. Failing to express gratitude: The most basic form of bad manners.

17. Punishing the messenger: The misguided need to attack the innocent who are usually trying to help us.

16. Passing the buck: The need to blame everyone but ourselves.

How we do our business is a direct reflection of who we are and how we think. Isn’t it interesting that every habit is a reflection of our personal attitude. Change attitudes, which are our habits of thought, and positive results are endless.

To your enduring success,

Coach Nancy

Before being hired by the CEO of a  medium sized health care facility last year, I asked him to tell me why he thought his employees weren’t working as a team. His first response was he constantly hears the bickering, the blaming, and the finger pointing from his nurses, physicians and even in the administrative departments. The poor team behavior was pervasive at all levels, even  his executive staff. He didn’t have the time nor want to handle all the nonsense.

What impact was this having  in the organization? On the financial side – profits were down, the people side- performance was mediocre,  while most importantly, on the customer service side – negative patient surveys were increasing. No wonder profits were down!

Management should consider these  critical MUST DO’s  for teamwork performance  to improve.

• The entire staff must know, believe, and live the company’s clearly defined vision/mission,  while demonstrating the behaviors necessary to uphold the values which drive a successful company. Where are we going? Why are we going there? How will we get there?  How will we know when we get there?

• Establish TEAM goals – not just individual and department goals. Link employee recognition, bonuses and promotions to the achievement of  team goals.

• Communicate-communicate- communicate. Don’t just inform people. Rather, engage  them in the communications to elicit better ideas so they want to have ownership in improving results.

• Favoritism, whether perceived or real, can not be tolerated at any level of management. Avoid taking sides by ensuring employees know you find value in everyone. Otherwise, why are they still working for you?  Hint: this is demonstrated by your behavior,  not just proclamation.

• Good leaders know how to ask questions instead of always giving solutions.These is particularly important when an employee blames someone else for their own lack of performance.

• Trust employees to do what is expected while mentoring them how to resolve issues amongst themselves. Don’t take their monkey and whatever you do- steer clear of micro managing.

Notice all of these critical aspects start with management – not employees. All the employee teamwork “training” in the world will not overcome poor leadership skills or management practices.

Need to improve teamwork? Determine what part you own in that and then involve your team in fixing it.

Share ways you think I could help people improve teamwork? What has worked for you?

Coach Nancy

In my transportation management experience, getting umpteen packages delivered on time everyday did not happen without every employee involved in the process. Transportation is a different business, everything from trucks to various freight products, airplanes to weather can stop the business in its tracks. The one constant that always overcame all obstacles was the people and good leaders, regardless of titles.

Writing out plans for your business seems like the right thing to do, but do we ever stop to consider what our employees think of the plan? More importantly, do we let them play a major role in the planning itself?  In the transportation industry , a road map, a flight plan, or some sort of  navigation plan  is critical. Managing the people who will implement those plans is even more critical, yet most companies spend more time planning than motivating.

Good managers and leaders involved their people in discussions which generate  innovation determination. Allowing your people to create the plan for what you need done. Now, there is no doubt this can be a bit scary. What if they think you as the manager don’t know what to do? What if they don’t come up with ideas ? What if it takes too much time to bring people together to do this type of brain storming? Why can’t mangers just bring in their “favorites” and ask their opinions?

The main motivator of people is not money…people are  motivated most when they are asked for their ideas on how their work should be done and they are given the freedom to do their job and even make mistakes. we show respect for employees by trusting them to know what to do.

After all , who knows better than the person who actually does the job? When managers involve EVERYONE, the ideas are vast and the process allows ideas to feed from one another. No manager will be successful as a leader by surrounding themselves with Yes people.

Want to get buy in on a what you need done? Want to get people motivated? Let those who implement,  create. People will always go the extra mile to make THEIR ideas work.

Coach Nancy

If you loved working for that special boss, chances are it was not necessarily because of the massive amount of money you made. Heck, you were in high school with few marketable job skills! Most logically you liked working there because the boss made you feel important or valuable in someway.

What is it that good leaders do to make  employees feel important and valued? How do they get their employees as excited about their business as they are? That is the $64,000 question every executive, business owner, manager, department head and supervisor should ask on a regular basis. After all, it is not simply a product or service that brings people in to do business with you. How many of your competitors have the same product and pledge they too provide outstanding customer service? What will make your business different are the people who work with and for you IN the business.

The primary responsibility of all executives and management at any level is to train, motivate, engage, and mentor their people to be different than the competitor’s employees down the street. It is to help them be as excited about the positive results of your business as you are.

That is easier said than done, in many cases,  because the person responsible for motivating and mentoring hasn’t been properly trained to do such a critical aspect of their job. How many companies take their best widget maker and make them a manager of other widget makers and see results fail? Notice I did not say see the manager fail. That is because companies never take the time to train their people how to be motivating leaders of people and organized managers of processes. Many times there are no processes for the executive or manager to follow so they make it up and hope for the best. Well, hope is not a strategy.

Engaging employees to want to do what a leader needs done is a leadership skill that people must develop to be successful. Most experts agree leadership skills are learned and developed. So what are some of those leadership skills executives and managers can develop to get their people as excited about their business as they are?

1.    Ask employees for their opinions on how things could be done more effectively.

Then follow up and acknowledge their successes as their suggestions are implemented.

2.    Give employees the credit. Period  -  end of story.
Employees make the difference in a successful business as they are the one providing the extraordinary service everyone talks about.

3.   Present clear expectations then trust employees to do the right thing.
Micro management is the number one de – motivating and devaluing behavior a manager, at any level, can do to a person in any walk of life.

4.    Allow everyone to make mistakes.
We learn more from our mistakes as long as we don’t repeat them often.
Give employees the opportunity to try new things a new way. Successful leaders are not surprised at how innovation promotes engagement and enthusiasm. They encourage innovation.

5.    Train and retrain ALL employees from day one.
People will do a much better job and be much more engaged when they thoroughly understand what is to be done and how. The training should include their job functions as well as conflict resolutions and decision making.
Enlist outside expertise like a Certified Business Coach to help with  communication and leadership skills as well.

6.    WALK THE WALK AND TALK THE TALK.
Be the example all employees would WANT to emulate. Positive leadership drives employee enthusiasm. If managers want people more engaged and excited about the business, give them good reason to be.

All successful business managers must keep in mind that employees are a company’s greatest assets. Their collective ideas, feedback and enthusiasm for what they do can help business grow and succeed. People require the guidance of skilled managers and leaders who seek their ideas, ask for feedback and generate enthusiasm in order to have a sense of purpose and energy about what they do.

What will you do differently to increase your profitability by getting your employees as enthused about your business as you are?

How much more productive and efficient might your business be if everyone loved playing on the team?

Can you afford NOT to get everyone on board with consistent enthusiastic involvement?

Need someone to help you come up with ways or to help you get gain back the enthusiasm for your work and company as  the day you first got hired?

Call your Profitable Business Coach, Nancy,  to get back on track and get your folks on track at the same time toward measured success.

To your profitable success,

Coach Nancy

The Profitable Business Coach