There are so many theories, reports, books, models and ideas about how to effectively manage employee performance that it’s sometimes difficult for business owners and managers to ‘see the wood for the trees’. I’m often asked ‘what’s the one thing I need to know?’ Here’s my answer. The secret to effectively performance management is (drum roll […]

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Constructive Criticism – The Challenge  In my experience, most business owners and managers don’t find it too difficult to give constructive criticism on the quantifiable element of their employee’s performance. They don’t find it too tough to say something like ‘We agreed you would produce 30 units a day. This record shows you’re producing 20. Can you […]

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Often the business owners and managers I work with seem to feel the need to gain permission to undertake probably the most important part of their role – managing their employee’s performance. They clearly know there are benefits to managing performance but they don’t feel they have somehow earned the right to manage. Here’s an […]

When we are giving constructive criticism, we are seeking to motivate the employee to make a change – a change that leads to improved performance. Here’s a useful model for explaining the need and gaining agreement to making that change;   ACTION & RESULTS   & CONSEQUENCES  = AGREEMENT Action Is about explaining in clear, objective, non […]

Management Skills and Management Confidence It’s almost impossible to be a skilled manager without being a confident manager. But many of the people I coach and train just don’t feel confident.  One of the reasons many business owners and managers don’t feel confident in their management role is because they are afraid of making mistakes, of not […]

Artful Performance Feedback In an excellent blog post ‘Performance Reviews: It’s Not Only What You Say, But How You Say It’ Daniel Goleman talks about ‘artful performance feedback’ and gives the example of saying something to the employee on the lines of ‘When you do X, it does not help get to Y, because of […]

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