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The Fifth Column
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4. KEEP GOOD NOTES AND DOCUMENTS
Despite the change from bureaucracy to the more modern transitioning
organization models, the need to keep good records has remained
a vital part of running a business. Learn to prepare concise, accurate,
and timely reports. Even if they are not a part of your boss’s requirements,
write and keep them for yourself. Keep a record of what was
discussed and agreed to in all meetings you attend. Keep records of
both the “good” and “bad” performance of your staff members, and
provide them positive and constructive feedback on a regular basis
(these meetings should also be documented).
Keeping good records can be onerous, especially if you do not
like to write or you do not have the time. You may want to take a
time management course or get help with report writing, as there are
skills and techniques available that can make the task far easier, less
boring, and more a regular part of your management routine.
5. USE YOUR COMPANY’S PERFORMANCE
MANAGEMENT PROCESS
Performance reviews serve the purpose of officially communicating
feedback to employees about their performance. By documenting
good performance, the supervisor communicates that he or she is
paying attention to employees and has respect for their contributions.
By documenting less-than-optimal performance, the supervisor
communicates the fact that employees need to improve. Regular
performance reviews, whether formal or informal, reinforce the relationship
between the supervisor and employee and help to keep lines
of communication open. Performance reviews are invaluable when
managing or dealing with a psychopathic employee, especially if
they are tied to a formal process of setting annual performance objectives,
and measuring interim results.
In some cases, performance reviews may be the only way to deal
with a psychopathic employee. If you are a supervisor who has ever