Most managers know that lousy customer service is one of the fastest ways to reduce the bottom line.
But what most managers forget in the daily press of doing way too much with drastically reduced resources is that their employees are also their customers.
As I’ve said in the past, one of the hats every manager wears is employee service manager (ESM) and reviews are a critical part of that.
Done right, reviews are a positive experience for both manager and employee; in some cases even a time to bond.
If the goals in January were done well, which means that they had a deliverable date and were quantified and measurable, then evaluating how someone is doing is simple.
An article in Business Week discusses the added weight being given to mid-year reviews as a result of business turmoil in the current economy.
In fact, the only goals that are fair to employees and managers alike always include those three points.
As a manager you should never forget…
As an employee you should always request…
Due date
Quantified action
Measurable results
And while a good review means that you’re honest and authentic with your people, that doesn’t translate to abusive or destructive.
Offering
recognition of what the person does well; and being
candid about areas that need improvement
are two hallmarks of a good review.
The third is no surprises, which means that you’ve been giving candid feedback throughout the year.
Skipping any of these is setting you and your people up for review hell.
You may not be a CEO, you can learn from from them and tweak the information to work for you.
First is an article written by Neeraj Bhargava, who co-founded India’s WNS Global Services and ended up CEO. It’s interesting because the focus his learning curve in an overheated market, how he hired an exceptional team and got out of their way.
Next is an interview with James J. Schiro, CEO of Zurich Financial Services (they didn’t crash and burn) focusing on what he’s learned, how he manages, how he uses social media and building the company’s culture.
CEOs jobs are safer than they’ve been in a long time. That’s right, their boards and investors are sticking with the devil they know and giving them time to succeed, instead of turning them like flapjacks.
My final offering is for all you road warriors (warrior wannabes) or just people who like to work away from the office. If you have an iPhone or Blackberry you can do all your Office applications on it. (Better you than me:)
A senior manager I work with is having high turnover because he’s rewarding and promoting those who are busy instead of those who are productive.
He’s concerned when his people aren’t busy. He believes that if they have they aren’t working they must be slacking or are under-utilized in their position and gives no thought to their productivity.
In a comment Jim Gordon said, “In school, people are taught to do WORK and not to be productive (well, they don’t say “don’t be productive,” but rather “stay busy”). The problem is that of conforming to peoples’ constant need to stay busy. Often “work” is seen as productivity – if you are one who is productive and you aren’t busy, people consider that to be counter-productive. So the tragic upshot of this perception is that you have to put forth equivalent “work” alongside them. The result is a lot of work and a little production.”
A manager who focuses on ‘busy’ instead of ‘productive’ will not only alienate her best experienced people, but also drive away her most promising new talent who, like Jim Gordon, do know the difference.
Always being busy may be visually impressive, but it lacks substance and leaves people exhausted.
Productivity drives success, both the company’s and the manager’s, but it’s also necessary for individual self esteem—it’s what gives people satisfaction in a job well done and energizes them.
So the choice is yours.
Do you want your people productive, excited, up for the challenge or busy, bored and polishing their resumes?
Do you watch Extreme Makeover Home Edition? I usually have it on Sunday evenings while I’m writing and last night was no exception. For those of you who don’t watch, all the makeovers this season were for ‘heroes’; people who ignored their own situation to give back.
Last night was a makeover for Bernard McFarland, a 37 year old single dad who has become a mentor to all the kids in his neighborhood. He’s a firm believer that ‘knowledge is power’ and that learning and books are the answer to everything. (You can watch it online.)
But what I really like is the slogan he teaches the kids and, obviously, believes himself.
I like it enough to add it to my Rules To Live By (it’s number 24).
Considering the news with which we’re being inundated this seemed like a god time to offer up something a bit more positive.
Not sugar and syrup that you wouldn’t believe anyway, but the kind of one liners that are worth printing out and sticking on the monitor and taping to the bathroom mirror.
“Opportunity is missed by most people because it is dressed in overalls and it looks like work.” –Thomas Edison (Entitlement has more letters.)
“Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great.” –Mark Twain (If they don’t encourage you to climb they won’t offer a hand if you trip and fall.)
“Dost thou love life? Then do not squander time; for that’s the stuff life is made of.” –Benjamin Franklin (Facebook, YouTube, Twitter…)
“Live as if you are to die tomorrow. Learn as if you are to live forever.” –Gandhi (Teach this to your kids and tattoo it on your frontal lobe—it’s the best advice you’ll ever get!)
Although “money can’t buy happiness” may be debatable, it’s a fact that it can’t buy a strong, motivated workforce. For over 30 years I’ve been telling managers that people who join [the company] for money, will leave for more money.
Having listened to thousands of candidates during more than 20 years of headhunting, about 85% have the same top three desires—although not necessarily in the same order:
To make a difference.
To be treated fairly.
To matter [to boss and colleagues].
And there are lots of tangible ways to show appreciation, reward effort, lighten the deadline-induced stress and just have fun
What do you do to motivate your people without killing the budget?
The other day I said to a friend that I’ve turned into a real wimp. He thought I was kidding and said that I was the last person he associated with wimping out on anything.
I was surprised, but as we discussed it I realized that what I saw as wimpiness he saw as strength.
That got me to thinking how often what one person calls wimping out may be another person’s greatest act of courage. Likewise, what moves one person can leave another cold.
It’s all relative depending on your MAP, the circumstances and even the mood you’re in.
Sounds obvious, but it’s important knowledge, not information, but knowledge—maybe even wisdom—for any person responsible for motivating others, whether at work or in everyday life.
Entrepreneurs face difficulties that are hard for most people to imagine, let alone understand. You can find anonymous help and connections that do understand at 7 cups of tea.
Crises never end.
$10 really does make a difference and you’ll never miss it,
But what most managers forget in the daily press of doing way too much with drastically reduced resources is that their employees are also their customers.
First is an 
He’s concerned when his people aren’t busy. He believes that if they have they aren’t working they must be slacking or are under-utilized in their position and gives no thought to their productivity.
Although “money can’t buy happiness” may be debatable, it’s a fact that it can’t buy a strong, motivated workforce. For over 30 years I’ve been telling managers that people who join [the company] for money, will leave for more money.
