Employee Performance

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Forward by Ron Keith, Training Director In a recent Scientific American article, Dr. Amanda Baker wrote that: “Winning is about showing team members how to think of themselves as part of a unit, deal constructively with setbacks, and value the good of the group in the long term over personal feelings in the moment.” Winning requires collaboration, in my office I have a sign that reads “Trust + Unity = Winning.” It clarifies for me the type of relationship I must maintain with my team in order to win each day. As Dr. Baker points out many people place their preferences, problems and pride above the success of the team. This produces barriers to achieving goals. Does your team have the DNA of a winner? Below are my top 5 characteristics of winning teams: • Process For Handling Conflict—If you want success expect a house call from conflict. Winning teams have processes for handling adversity. They don’t allow conflict to detour, distract or diminish their focus. • Have A Shared Vision—When teams don’t share vision, they won’t share in victory. Vision is the glue that bonds accountability and effort. Without vision you may see small successes, but never true victories. • Communicate With Respect—Do members respect the right of each individual to have an opinion different from their own? Winning teams don’t allow a difference of opinion to create dislike for the individual. Winners are also willing vessels for feedback. • Adversity Doesn’t Eclipse Success—When trouble comes, winning teams don’t throw in the towel. Adversity will come, but its shadow should never be seen as permanent. Winners preserver and overcome. • Competent In Their Role—Teams win when each member masters their role, and understands their assignment is part of a larger collective. They understand an individual win is not greater than a collective loss.
Discipline vs. Development The discipline approach is based upon the fallacy that people will respond progressively better when treated progressively worse. Discipline typically produces feelings of rejection, frustration, and humiliation. Rather than motivating employees to become better performers, it’s more likely to teach them that they should merely avoid getting caught. Development on the other hand is about refining skills, understand expectations, solving problems, achieving desired levels of performance, and getting results. Development produces sustainable positive outcomes. It positions your team to do the right thing, at the right time, each and every time. When done correctly development conveys to the employee that their success is linked to the success of the team. Discipline is an action that the person with authority takes against employees for misbehavior. Development is a process to help people make good choices about working together in a safe, ethical and productive way. Essential to development is feedback. There are two types: 1. Reinforcing Feedback—tells you what you are doing well and what you need to continue to do. 2. Redirecting Feedback—reveals behaviors that need to change or areas where you need more development. Each type has its place in a development conversation, but Reinforcing Feedback is almost always more readily and accurately received by the recipient. Redirecting Feedback, by contrast, often meets resistance. It is more likely to be accepted under these very specific conditions: It comes from a credible source It’s objective rather than subjective It’s supported by hard data and specific examples It concerns behaviors that are controllable by the recipient • It is descriptive rather than judgment • It focuses on impact rather than intent • It is specific rather than vague • It’s job related
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Employee Performance

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