Managing Daily Performance | Richard Seaman | Skillshare

Managing Daily Performance

Richard Seaman, Beacon Leadersip

Managing Daily Performance

Richard Seaman, Beacon Leadersip

Play Speed
  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x
8 Lessons (55m)
    • 1. Performance Management

    • 2. Manager's Role

    • 3. Engagement

    • 4. Engagement Case Studies

    • 5. Nuts and Bolts

    • 6. Case Study 1

    • 7. Case Study 2

    • 8. 10 Practical Habits

  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.





About This Class

Learn how to manage your employees' performance - daily, and not as part of an annual ritual brought to you by HR. What is the role of a manager, and how do you know whether or not your team is performing and are engaged with you and their jobs? 

We will study 5 case studies from other participants as a method of learning and judging their methods and thoughts. I will provide 10 (plus a bonus) practical skills or habits that you can use today for effectively managing your team's performance, and how to incorporate the daily into the annual HR ritual. 

Meet Your Teacher

Teacher Profile Image

Richard Seaman

Beacon Leadersip


Hello, I'm Richard.

See full profile

Class Ratings

Expectations Met?
  • Exceeded!
  • Yes
  • Somewhat
  • Not really
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Your creative journey starts here.

  • Unlimited access to every class
  • Supportive online creative community
  • Learn offline with Skillshare’s app

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.



1. Performance Management: Hi, everyone. It's Richard. I'm with Beacon Leadership Development. I feel very fortunate to be here on skill share to be able to share performance management with you. If introduction today will cover the following topics and performance manager, we're gonna talk about the managers roles and how there's more than one perspective. For that, people have a tendency to only think of one their own view. But engagement nuts and bolts. How do we actually do performance mantra? What does it look like? And then the fun part. We're gonna look at some case studies and finally, I'll show you 10 practical helps That will help you manage the performance of your team. A very, very important thing to do because it creates organizational alignment. It gets our organization all working towards the same objective, the same vision and the same mission statement. Um, so let's get to work 2. Manager's Role: Hi, everyone. Welcome back. It's Richard from Beacon Leadership Complicate and Manager's Role. I said earlier. There's basically three varieties or versions of what a managers role is, how your employees look at you, how you look at you and how the boss or the person that hired you seize your role in there . Let's first talk about the employees version. Very simply, the employee wants to be paid on time. They don't want the checks to bounce. They want to be consistently paid the same amount, and it really like to be protected at work. So both safety and make sure that they have things like insurance and that their up to date on the right forms and taxes and everything else. Please protect me. And if you can, wouldn't hurt to increase my pay a little right. Then there's the reward. Please, if I'm going to contribute sometimes if I'm just gonna be part of the team, please reward me. Recognize me, praised me and do it publicly so that I feel like I am part of your culture and your team teach me how to do the job. Not only this job, but maybe the next job in my in the way that I see my career going. But teach me, keep me on the technological edge. Keep me growing. And but more than that, make sure that I know how to do the job as fast as you would like me to do the job and that gets into coaching. Give me some perspective. Where do I fit on your team? A. My in my your top employee. Or maybe I'm towards the bottom. I need to know that it's one on one, quietly in a room. It's not shared with anyone else, but I need to know that. And I need you to help me see how I congratulate and motivate me to grow. Hold me accountable. I need that is an employee. The next version is the boss is your version. Excuse me, and your version sometimes is. Just help me get through today. Help me to survive the day. I'd like to go home, and that could be a monumental task. As we all know, I want to be appreciated to. I want to be recognized for my contributions not only from my boss, but I hope that my peers and my employees see that I am contributing to the organization, and I hope that they will pat me on the back, recognize me and praised me for doing such. I want to stay out of the spotlight. I really don't like the spotlight. See, the spotlight comes on me every time something goes wrong. Let's say that I don't make my quota for the month or perhaps we have a safety infraction or an incident on my team. Wow, the spotlight comes out. It seems like every guy is critically looking at you. And the only way sometimes to get rid of the spotlight is when someone else has an incident and the spotlight moves to them. I don't like the spotlight. Please keep me out of the spotlight. There's a funny thing about becoming the boss. We want to be the hero. I always want to be right. I wanna have a good solution, a quick solution. I never want to have to say to my employees. I don't know the answer to that. Please let me research that we put on our red capes when we become managers and we want to help our people and they're expected. So now Let's get to that bosses version, arguably the most important version. But let's look at what their expectations of my role are. First off, you'll notice that productivity is number two. That's because if I don't have a workforce, I can't be productive. So my number one concern is to keep my employees safe. I don't talk about it as much as productivity, but I want you to make sure that they are safe at work. I also want you to worry about their welfare. Make sure that they know what insurance is. How to fill out the right tax forms, how to fill out the right paperwork for HR how to do the things in their job that don't necessarily have to do with their safety but definitely make their place in in the organization. Mawr steadfast or sure, Then, yes, Number two is productivity. It's where I get revenue is where I get profit. Please help your people produce. Your team needs to be productive, and I want you to be productive. Number three enable your employees Please help them to be successful. Helped them toe have what they need to do their job. So the example would be if if someone on your assembly line in your widget factory is producing stapled paper paper together and they run out of staples, they're really good at stapling. But if they can't staple because they don't have staples, and they have to take the time to run down to the store to buy Staples, you're hurting number two, your productivity and their productivity. So make sure that your employees have what they need at hand in order to be successful. And, yes, that does include proper training and speed work, making sure that they can do the job as fast as you need it done. The final thing down there is kind of an odd thing. We don't talk about a lot, but Will Rogers once said, If even if you're on the right track, if you just sit there, you'll get run over. You see, I want to. Progress is an organization I recognize is your boss, that we can't just stay status quo. I want you to build a better mousetrap. I want to be bigger, better, faster, stronger. I want to compete with my competition that I know is also progressing. I want you to be innovative and progress my organization, so I'll be right back 3. Engagement: by their welcome back. Let's talk about engagement, which for me defines performance as we go through this next segment. And what you don't notice how much engagement has to do with employee retention. So credit Mr Covey. With the graph of engagement, the axes of productivity would be objective, so easy to define, and the attitude axes would be subjective and a little more difficult, more about feelings than statistics. Let's add color to the graph so that it's easier to talk about AH Blue employees, which is be the employees that I wish all my employees were have great attitudes about me and their organization. They love to work where they work, and they're also productive, meaning that they meet my expectations, my quotas and my needs. A green employees and green for reason. I like them. I'm going with them. They like their new job there probably a newer employees, but they don't know how necessarily to be productive. Maybe it's just that they've got to become faster or more efficient, but they need to learn better about how to be productive, because right now they're costing me more money than they are making as a business yellow caution yellow. A yellow employee is generally 10 to 15 years, knows how to do the job with their hands tied behind their backs and blindfolded. But their attitudes are not great. They don't participate. They don't like me. They don't like the organization. Perhaps, but they always make the quotas, and they meet my expectations. Productive. Wise three cautions about that yellow employee number one. They are like a cancer, and they're bad Attitudes are going to spread through other people in the organization. Number two. They are part part of your productivity. And so if you're tempted to get rid of them or maybe fire them all together, then guess what. Even though you've got a bad attitude about him, they are part of your productivity. And so your productivity productivity numbers are going to go down and number three a Yellow Employees always thinks they're blue. And the reason for that part of it, anyway, is the fact that the manager always talks about quotas and my expectations and all those kind of things production wise and so they think that they're meeting that the managers needs and desires because that's what we talk about the most. We don't talk about having a good attitude work. We talk about meeting quotas and then the red employees. Yes. So the red employees, Why are they still in our organization? Right. They're not productive. There don't have a good attitude. Not only they causing us heartache because of attitude problems there, also causing us to spend money on them. We're spending money on them, and they're not contributing to our success as an organization. So it's important to know where you fit all the time in this graph. So what I tell folks is that they should be pulling this graph out, at least in their minds and putting themselves on the graph on a regular basis. Right now, I'm a blue employees, being sure that I'm not yellow and thinking on blue, Of course. Or maybe I do have a bad attitude because of some new ah human resource policy that just came out. That's really not fitting with me. And so I've got a bad attitude. So you're always moving, so be cautious, but no, where you fit all the time, then know where your employees fit. This is where it really comes down to start managing performance. I need to know where my employees fit so that I know how to manage them individually. Where I coach my new supervisors and my organizations is I tell them. Listen, I want you to pull this graph out once a week and next to it. I want you to put up a list of the employees that you have responsibility for and play Pin the tail on the donkey once a week. Let tell yourself as a manager, this is where John Smith, Dan Jones Mary Johnson is. Betty. Well, says my yellow employees. What do I have to do her? How does she need to be managed? Coached, however, that is she still productive. But she has a bad attitude, so I need to know where each one of these employees are so that I can react to them. So let's talk about that managing performance. I have to know where my employees are on the graph. Once I got that, now I'm gonna give you four buzzwords or four keywords to know what to do. In each case, the 1st 1 is blue. I need to reward that individual. The reward solidifies how I feel about them that I'm approving of their performance and their behaviors. I like their both their productivity and their attitude, and it also puts them on a pedestal, if you will, so that other people on my team, especially if I reward them publicly, they also are going to want to imitate that behavior. So that thinking gain my approval and my rewards. Ah Green employees simply needs to be trained. They may need speed training. They may need technical training, or they may need efficiency training, but they need to be trained, not the role of the supervisor. The role of the supervisor is to identify, assess and assigned training, but not necessarily to actually provide the training. Get the employees trained so that they can become productive and therefore a Blue employees . The yellow employee needs coaching. Coaching could be defined as perspective and motivation. And so as I sit down with my employees when I want in private, I should be telling them this is what I see compared to other people or especially compared to the organization. This is your attitude, and this is your productivity. This is where you fit in my organization and with me personally. They need and deserve to see those things. And you are the person that I'm paying a little bit extra to do that. I tell my supervisors and managers. Coaching is the reason that I pay you a little bit extra money. So please become efficient and proficient at coaching. Move or remove so to buzzwords here. But I'd like you to look at moving first. If you're on my team, I want you to find a home. I've already invested time and effort and money Resource is involved in that employees before we just cut him off of our for our team. Let's see if there's a place where he will fit better and half productivity and a good attitude. If not, then yes, I need to remove them. So what is it the humans crave? So I tell my folks, especially that have younger workforces that basic human needs have shifted from food, water and air to the Internet. Only kidding, of course. What is it the humans crave? Well, the reality is humans grave recognition, and then they crave praise. Where does that come from? Abraham Maslow's hierarchy of needs. That's where it comes from You probably recognize this triangle from some psychology class in high school or college, but this is that this is the basis of how we all think and feel about our existence in the cultures that we belong to. Coasters can be defined, and subcultures could be defined as our church group are social group, our neighborhood, our families and our work. So physiological and safety that would be food and shelter and then love and belonging. That's cultural acceptance, feeling like I belong to a group or a culture, and then self esteem is am I contributing? And are my contributions appreciated by peers and by managers or bosses, and then that self actualization piece there on the top that becomes innovation, how to build a better mousetrap, what to do, how to make my world better, more efficient or, in my words, bigger, better, faster and stronger. So much like Covey's graph of engagement, you need to know where you fit and remember that it is dynamic and fluid. You are moving all the time on this graph, and you need to know where your employees fit. Very challenging sometimes, but you need to know where they are. all the time. And then I hope you're starting to see that this is how you manage performance. You have to know where they are. You have to know where they are on Covey's graph of engagement, and you need to know where they are on Maslow's hierarchy of needs. Because then you can start reacting once you know where they are and what they're doing and whether or not they're producing with a good attitude, then you can react to them through the keywords or, for example, making sure that they feel like they're part of our culture. So I come back in just a second, we're gonna talk. We're gonna go through three case studies of employees that will show you how I manage and how I coach my managers to manage performance of their employees. 4. Engagement Case Studies: there. Let's continue our look at engagement through three case studies. Case study Number one Best Employees got does his job really well and has a great attitude . Good influence. Good example on a good leader for the other people on your team. So, obviously, in the Cubbies graph, this is my blue employees. The keyword for them reward What they need from their manager is a reward that solidifies that their behavior is acceptable, encouraged that you appreciate them so you're gonna help them by giving them great self esteem. However, the other factor, if you reward them publicly than the other members of your team, also will want to behave that way in order to gain the same reward from you. Inm as love hierarchy of needs. Food, shelter. Not a problem. You know they will. I feel like they belong to the culture. As far self esteem goes, they need to keep getting praise from you to stay there and have that self esteem stay the same and then innovation. They're probably already figuring out ways to make a better mousetrap. To make your organization bigger, better, faster and stronger, you need to encourage and support, allow them to do just that. Be innovative in your environment. Okay, Study number two. This employee would be my yellow employees. They've been here a while and now to do their job. They not keep me happy with my quotas and all that, but they just don't have a very good attitude. And consequently, I don't feel very good about them. So the three cautions of yellow, our number one, they take away part of my productivity if I get rid of them. Number two, there bad attitudes can be very contagious and cancerous. And then number three remember, they think of themselves as blue. They don't see themselves as yellow. And so there's a big caution here because if you reward them meeting your expectations, that meeting quotas, then they again think that they're meeting your expectations, your needs and desires. And so they feel like they're a good employee or blue. So you gotta be careful with that. Especially not in public, but you have tow coach them. That's the key word. You've got to give them a perspective of what you see the whole picture, both attitude and productivity and how they fit into the whole organization. Are they contributing? Are they innovating? All of those kind of things need to be rolled out and laid out in front of them. Not only do they need that, they also deserve it from you, their manager, Abba Abraham Maslow's hierarchy of needs. So they probably own cultural acceptance. They have been here a while. They know that. But are they getting that? Are they getting that reward for their self esteem? You gotta be really careful with that, because you want to give it to him. But you always want to temperate with, however you could do better. Just remember that, but they're probably not innovating either. So employee number three this is my red employees. Why are they still with our organization? There are plenty of reasons they could be a relative that could be very ill. And you have a relationship and and maybe your spouse is our friends Or what next door neighbors who knows? There's lots of reasons, and I'm not here to argue any of them. But I am here to say that they are costing you money. They're not contributing to your productivity and therefore your revenue or profits. And so why are they part of your organization? You need to get them somewhere where they could be productive. Ah, and develop a good attitude or you got to get him out of your organizations. This simple is that And then, Abraham, as off you know, this is again. You got to do a little coaching here because they need to understand that there actually flirting of diving below the cultural acceptance line and getting having to be worried on a daily basis about their food and shelter because their jobs and their livelihoods, their paychecks are in jeopardy. So when you come back, we're going to talk about than nuts and bolts or the logistics of performance management. 5. Nuts and Bolts: Hi there. Welcome back. Let's move on to the nuts and bolts or the logistics of how to performance manage. So an effective leader. They managed performance all the time. You don't wait for an annual ritual, and they don't do it just every once in a while, or at least even monthly. They do it on a daily basis, and not only are they looking for negative performance, but they're also gonna pick out the positives. In fact, I coach my my managers that they should be picking out more positives than negative because you want your experience with your employees to be positive overall and not a negative relationship. So that means that when you do find those positives, you have to a voice it. You have to get it out. You have to reward positive performance, whatever that is. Being careful that if they're yellow employees, for example, you don't want to a publicly, so you do it privately. But make sure you're rewarding positive performance. And then I tell folks that they need to document all their performance that they noticed. And so I coach my my managers that they should spend five minutes at the end of each day and write a one or two sentence report, if you will, in the file on their computer, on bad employees and date it. And the reason you do this is mostly so that at the end of the year, when HR says, Hey, you need to do performance reviews on everyone that all you have to do is copy and paste, and it keeps you honest because you're seeing what the employee was all year instead of just remembering what he was in the last week or two. But documenting all performance is not about going to court litigation. It's about helping you is a manager. Keep track noticed trends and be able to document and therefore provide that information back to your employees. When you sit down with coaching performance, your data screams so loud that they can't hear a word that you're saying so if you lay a piece of performance, a summary of their performance in front of them and say on this date and on this date in this month, you did this that is like factual to them, and they will accept it so much faster than they will accept your words because your words have emotion in it and they will tune you out and say, when I just doesn't like me instead of Whoa, this is about me. I did not perform or I did perform to the expected level, and my attitude has been good or my attitude has been bad. They'll see that because you're documenting it every day. So let's move into the timing. So I tell folks that there's basically three levels of performance management. There's the annual ritual that is usually based in HR, and it is a performance review for each employee in the organization each year. I understand it, I accept it. But it is annual, and it is just a culmination or a summary of the any of the years review of that. Employees, maybe even me myself. And then there's the as needed part. So trends. There's something going on, positive or negative, and I can talk to about at the end of the week or the end of the month. It doesn't really have to have that happen right now. And then there's on the spot, which has to do for me with two things. Generally we talk about on the spots is negatives. They can be positive, and again, if you're gonna praise in public, on the spots. Could be a great thing, a great time to do this. But here's to negative examples for, uh for to understand better about what on this body is. So let's just say that there's a three year old, your three year old playing in the front yard with a ball and the ball gets loose and ends up in the street and the three year old heads to go get the ball. That is not something we can wait until the end of the year to review. It's also not something we can wait till the end of the week or the end of the month to review. It is a safety concern, and right now we've got to talk about it. It is something that there could be an injury, and we might not have as many employees at the end of the day as we had when we started that safety isn't on the spot, the other on the spot has to do with my revenue. My reputation on DSO, for example, you have a customer service agent that, for some reason is doing something to make the customer experience less than the ideal, and you witness it. You should correct it on the spot because not only is it affecting that import that, excuse me, that customers experience right now, it's also affecting that customers retention their loyalty to whether or not they're gonna come back again. It's also in today's world of social media reviews, it is affecting the long term of your reputation, and therefore you need to correct it on the spot so that those things don't happen. So looking at the annual, this is what an annual recognition kind of pattern looks like. So whether it's calendar year or a fiscal year, this what happens to be fiscal year. So the beginning of October, you're going to sit down with your employees, you're gonna have an expectation declaration. Lay out what their year is gonna look like quotas and attitudes and everything is gonna come out. You're gonna talk about your relationship everything. Three months later, you sit back down and you go over what you went over back three months ago. You maybe talk about whether or not there needs to be any adjustments and how they're doing so far and how they feel about it. And then at the six month mark, you would do the same thing This time. There's probably not gonna be any adjustments, but ask them to self assess. How are you doing in your annual progress? Are you going to meet your goals? Are you going to meet my expectations and needs as an organization? And then, of course, in that last month of the annual review, you're going to sit back down with them with documented written evidence. This is what I saw as your performance during the year. And, gosh, wouldn't it be cool toe? Have all that stuff written down in a file in your computer so that all you have to do is copy and paste. Make the exercise a 15 to 30 minute exercise, preparing for this meeting instead of, ah, half day. Wow! Next, let's talk about on the spots or as needed. So I teach my managers to use a star Farm. I'll show you that form in just a minute, but the acronyms star, let's break that down so we can talk about whether or not you're looking at as needed or on the spot. It's always a great idea. If time permits so safety or that revenue spoiler, then those are probably times you're gonna have to just jump in and make it happen. But especially as needed, you should always sit down and prepare in the meeting for yourself. Make your documents print out the evidence that you need. If you want to show them a trend in their performance, you know, get that stuff ready and organize your thoughts. So here's the creative. The 1st 1 would be situation described the situation on this date. These employees, these people observed. I observed it was in this location and it happened at this time. What was the actual expected tasks? So what you should have been doing at this time, In other words, why I am paying you. This is what the expected task would be and then what was actually happening. So especially if they're not exactly the same talk about the fact. But even if they are parallel the to and talk about, you know you are supposed to be doing X, y Z and man, you were doing X Y Z so perfectly I really appreciate it. So see, there's a positive feedback or not only were you doing X, y and Z, but you are also doing A and B and C at the same time. And I really appreciate that So expected. And in contrast, that with what actually happened the second a is. How does that align with the mission and the vision of our organization, and perhaps with what we set out of the beginning of the year that you were going to do? What were your goals and and what was your vision of how you and act all year long? And then again, you're going to compare the actual to the expected and then talk about how they line in the organization. Hint. Your Wise and Z's generationally really need the second A. They need to hear how their performance specific tasks in their performance help the organization or contribute to the overall goal of the organization. And then finally, you're gonna come come up with resolutions with the employees. This is a great place to turn it right back to the employee and say So how are we gonna improve or this is great. How can we keep this up. This is great. You did so well in this. How can I help you to even do better? How can we make even a better mousetrap than we already have? So there's the acronym Star situation, task action, alignment and resolution. Here's what the form looks like. And this is just me and the way that I do. And I give this to all the people that go through my training and my managers in my organization. I hand them these forms and I say it's on the computer, obviously, and they just fill it out and therefore they are prepared for their meeting situation task , for example, or excuse me the task. When I get to that part, that's probably gonna come straight out of their position description. By the way, if I talk about the action, I might even have witness statements or what actually happened in there. Andi, I'll have them printed out so that they can read them. And then again, alignment, this is gonna be I'm gonna actually produce. This is what the company organization mission statement is. And this is what our vision statement is. Now, can you see how your action fits right here in maybe in contrast or in parallel with the organizational vision. This is awesome. Way to go. And then, of course, the result. Really, that blanket. Let them fill it in because don't feel that in at a time, because then it's your resolution and not theirs. It needs to be theirs. They need toe own it. They need to voice it so that they are responsible for making it happen, and we'll feel that ownership. 6. Case Study 1: All right, Case study number one. This is where the fun really begins. So we're looking at Beth, our model employee. Obvious blue employees. But tonight's and things went wrong. Been a position for a long time. We're in a call centre, environment, and you over here, Beth, tell a customer you will have to wait for the next agent. For that. I'm over three hours on the phone. I'm tired and I need a break. Not great customer service. So where's Beth? On cubbies graph? Well, she's typically a Blue Employees, but right now her attitude has dropped. And so she's become yellow. Definitely not really affecting productivity. Or likely not, But yeah, you know what? We've got a yellow employees and what do they need? They need to be coached. Seems to hear the perspective from you to say this is what happened. This is what I saw, and how are we going to solve it from you? Motivate you to do a better job over our mass loves hierarchy of needs. So if we think about 11 belongings, she definitely feels part of the culture has a lot of confidence in that, actually, or she wouldn't act the way she did and then the self esteem. That's really where she is. So she watched Really wants to be recognized in praise as one of your best employees, Um, and so that's what she's hoping for. So what's the timing on this? You can't really wait for an annual and isn't as needed. Sort of. It's really an on the spot thing. And the reason it's on the spot is not because of safety, but because it's affecting the revenue or profits on customer retention of your organization on the spot. First, get on the phone, corrected. If you can talk to that customer before they hang up, correct the situation and correct Beth on the spot and then have a follow up conversation so that, as needed, comes back. So if you're gonna have a conversation like this with Beth, you want to do is pull out your star floor and start filling it out because you want to be organized and prepared so that when you do sit down with her, you've got all your information in front of you. You don't have to go find it, and you don't Actually, you don't look disorganized, so situation. I'm gonna start with the date. The time I'm in a call centre environment. We were actually in the room. All of my whole team was there. They could all potentially here. You. Beth, what was the task that I expected you to do? Well, I expected you to deliver excellent customer experience. I expected you to solve the customer's needs and warrants. And I wanted you to ensure loyalty and one extra thing for you, Beth, because you're one of my bluest employees. I expect an example from you. Leadership comes from you, and I kind of expect that from you. So then we talk about what actually happened. This is a great time to say, Hey, Beth, why don't you tell me what actually happened? And if she doesn't actually quote it exactly the same pull year quote out because you've done their homework, Maybe listen to another recorded line for quality assurance purposes. Andi, read it back to her. You will have to. I mean, let it sink in. There's an emotional factor here. She's gonna be embarrassed. Likely. So let it sink in and talk about the fact that the customer service customer experience was not what you expect. And then you're going to align that with the mission and vision and the goals, perhaps from you and that you've worked out with Bath or your team. So, Beth, how? Tell us. Tell me what you think Our mission is as an organization and probably in your team world. It's gonna come out that excellent customer experience. Um, and what are our team goals back? Well, we wanted to have five star reviews, and we wanted to have nothing but positive feedback comments from our customers. And that's right, Beth. You're absolutely right. And if she can't articulate that, then help her. Maybe you even have that printed out You could show her with. The organization's mission statement is about having, um, excellent customer experiences on Ben. Finally, you're going to put in the resolution, and this again would be best solved. Noticed that the 1st 2 are things that you can talk about, and in the last three a A. Are are things that I feel like probably best in a conversation like this. If you ask questions and don't tell them eso asked Beth so bad. Tell me, how can we avoid this happening again. How can we improve our our customer experiences, especially when we're tired and we feel like we need a break? And then Beth, how can I better help you achieve our mission and goals? And so, in the resolution, she's going to articulate things that will help you set personal goals with her, and then you can commit to helping her and holding her accountable in those goals. So So, by way of reminder, uh, we always want to make our performance management daily and timely. So in this case, on the spot and then as needed conversation sometime, hopefully within just two or three days s. So it's pretty fresh. We want to recognize both positive and negative performance. So at some point in this conversation following up, you will want to talk about the positive aspects of her performance, both attitude and, um, productivity, Um, and remind her that you think highly of her etcetera. You always want to acknowledge and reward those positive performances as much as you can. So the Oreo cookie theory comes in here, and that is always have two positives on the outside of and negative. So start the conversation with the positive about Beth. Then talk about the negative, perfect performance or behaviors and then talk about, ah, positive thing again. And then finally, just a reminder that you should document all over this performance so your star forms should become part of Beth file that you keep for her on that the entire year. It makes your job much easier later on when you have to do a performance review for the year. Um, and make sure that the comments that you talk about and especially that she says and commitments and goals that she makes during this conversation also get recorded on the same form. And then it gets also added to her file on your computer. Next up is case study number two. 7. Case Study 2: Hey, welcome back. This is case Study number two, Performance Management. We're gonna go just a little bit faster here, cause by now you should be getting pretty good at this, and I shouldn't have to go into the detail. It's a couple of your employees are involved in a situation one is not able to solve a customer problem and your call center environment. And another employee, Susan, goes over to help and then returns to a station after things that are solved. So Bob is your yellow employee meeting your quotas but doesn't have the best attitude and maybe not the sharpest skills and is quite resistant to change. Beth, on the other hand, is a blue employees eager to help Uganda eager to help other people, and is starting to look for ways to help others so that the organization will improve. So Bob, being a yellow employees, would automatically think of coaching. But your conversation with Bob and what you need to do with Bob is investigate to find out if there's actually training that needs to happen. So both yellow and green need to find out if Bob needs speed training or needs technology training or what that is. And he's a coaching. He needs to see what the perspective is from your eyes and a motivation word from you about how he can and needs to be better for the organization. He fits into Maslow's hierarchy because our at this level because you notice self esteem ankle for belong because you're not praising him. So his self esteem may be waiting just a little bit, but there's also starting to be a factor. Is this job good for me? Do I like it? Um, I gonna last in this job. So those two items So now you know, right where Bob is about Beth. So Beth again, is your blue employees, which sounds like she needs the reward. And that's true. But don't miss the opportunity to coach her and get more innovation out of her. So what we need to do is give her the perspective of you, get your job done so well, I really appreciate you going and doing helping Bob as well. How can we do more of that? And how can I help you, Beth, to continue your journey of getting better and better. So as far as mass life goes. We definitely see that her self esteem is being rewarded. She's feeling that praise, which is exactly what she needs and wants. And then we're again. We're encouraging and inviting her to be innovative with our organization. Bigger, better, faster, stronger mousetrap. So far, as the timing goes, don't miss the opportunity for the on the spot. The on the spot. It's not about Bob and negative behaviors. It's about Beth and positive behaviors. That's the on the spot you don't wanna miss. You want to publicly praise her because it praises her, solidifies her position and gives her that raises she's looking for. But it also gives an example to all of your team members of the behaviors that you want and appreciate. So don't miss that opportunity for that positive feedback for Beth. Then you do need to do an as needed, so off by yourself during quiet time, whatever that is. Behind closed doors need to sit down with Bob and you need to sit down. Beth. Let's look into how you would do each one of those conversations. Let's use the star method again. Teoh help ourselves prepare for the conversation with both Bob end, death will go through what I'll do with Bob. First again, you've gone through the on the spot. Perhaps, uh and now you're in a You're on a as needed situations. We're gonna sit down one on one with each of these people. So, Bob, situation the date and the time Xterra, Uh, the task that you expected him to do you are, You know, they didn't deliver customer experience. In fact, excellent customer experience. Ensure loyalty, etcetera. Andan. You're gonna ask so actual action. So tell me about why the situation was unusual. Tell me about anything that you experienced that kind of let you not have as much confidence. And perhaps there's a training need. Do you feel comfortable with the new technology and new programs that we're using? Etcetera On? Ben, you know, you're gonna get into this alignment peace with the mission, vision and values. And again, the best way to discuss that is to ask Bob, you know, questions about how his actions you feel like he feels like, will fit into the mission, the vision and the values of our team and our organization. So perhaps it would be something like, said Bob Normally you're so dependable. Eso what happened? That was unusual. And why was that? And then you might make sure that you state, you know, best Help is is encouraged. I really like what Beth did to come over and help you. And I hope you thank her for that. I want you to do the same thing When you see an opportunity to help other people and they may be struggling. I want you to do the same thing I really like on Want teamwork on our team. It's not a demerit to get helped. Make sure he understands that. And then the resolution again. What you're really looking for here is you know, do Are we gonna do any training? I'm gonna give you the perspective of where think you are, and I want to motivate you to do better. So stay sharp. Remember the mission vision values and always remember teamwork by I really want you to remember teamwork help other people. I think the more you stressed that with Bob, that more edge will take off of him feeling like Bath was out of line trying to step over and help him or anything that he might resent in that arena. So then moving on the bath. So situation, um, again, date time. And then the expected task is to save as Bob and then ask questions. So how does your behaviour contribute to the mission vision and values? And if she doesn't come around, say it. Just make sure that you take the opportunity that further praise for by saying that that's what you want. You want that teamwork to come out and then you're gonna ask her the question. How can I help you to continue to be a great employee? How can I help you to innovate new and better ways of creating more teamwork and and feeling more of a team environment on our team? It's good stuff. Just make sure that you don't miss that on the spot reward. Hey, when we come back here in a minute, we're gonna talk about the what I call my 10 habits or excellent habits of performance management. 8. 10 Practical Habits: Welcome back. This last segment. I'm gonna give you some practical helps, but I just want you to know that has been fun. I really appreciate you sticking with it. I hope you've gotten some advice Some philosophy sets in your mind and some practical tools that you can use in management performance of your teams. So 10 practical helps, designed specifically to help you get a mindset of how you can better and faster manage the performance of your team. Members number one, not only your boss, but your peers. Your team members are watching to see if and how you addressed slow performance. If you ignore it, then morale is going to sink. And overall performance will also slack off on your team. Never too ask. Don't tell. You're gonna notice a theme there. Ask, don't tell. Learn to be an effective lister. I tell folks that they should learn toe listen for seven seconds. Okay. Stay with it for seven seconds. Ask your question. And even if you get the you know, no answer, wait seven seconds. And those people, whoever's in that conversation with you will probably start talking and telling you things that otherwise you would not let them do if you don't let that seven seconds ride. So it's how to build a trust relationship. Self evaluation? Yes, the key. So Number three ask, Don't tell back at it again. Here's some suggested questions you might ask when you start that performance conversation . How do you see your performance is me and the outcomes we need? How do you see yourself contributing to the organization's mission vision and perhaps values? And how could I help you move to the targets we have set? Never before has to do with perspective. Make sure you get the whole story. So I tell people that there are four perspectives or sides to every story. There's my perspective. There's your perspective than theirs, the witnesses perspectives of someone that's actually seeing it happen. They form their own story. And then, as the story gets retold to recounted, there's 1/4 perspective that any rubs. So there's a couple of questions that you can ask in order to get. Make sure you get that whole story, but that's really important to get the whole picture. Number five has to do with motivating things based on performance and not individual I don't want you to improve. I want your performance to improve. Stay focused as you have the conversations with your employees on their performance and not about them and their character or there there. Situation number six. So start with the end in mind is the covey principle. That's a Stephen R. Covey quote out of seven habits. But starting with the end of mind, we have to make sure that you know what communicate you. Excuse me, you got him to make sure you know what success looks like, and you need to make sure that your employees know what success looks like before you start , not after you're through. And not especially not after their failing in your eyes. If they fall short, then that's not the time to say this is what I thought you would do. They need to know beforehand. Number seven. So make outcomes of changing behaviors about the individual and add to their personal value . So it's not about your value. It's not about the team's value. But when you're getting someone to be self motivated, the results are the outcomes need to be about them. So if you do this, then this will be the result. The lack of importance in empowerment and over supervision has very negative results. It will almost always lead to lower performance and lower than expected performance. Number nine. Ask employees how they will improve. Here's that ask. Don't tell theme again. Don't tell them. But if you let them, if you let them tell you of a resolution or a solution to a challenger problem, then that creates ownership. Uh, it will create sustainment in your organization and on your team because they're going to feel empowered, and they're gonna feel like they are responsible and have the ability to perform, uh, at the level that you expect them to number 10. So, drum roll. Please make improving the performance of your culture, your team part of your culture rather than an annual ritual that comes from HR. That changed the name of performance management and the reputation performance management into not just something we look at once a year, but something we do daily a tely east weekly, so that we can know exactly where we fit, how the team is doing, how my performance relates to how the team is doing all those kind of things. This is fundamental. If you really do want any culture that is continually looking for ways to get bigger, better, faster and stronger and a bonus, be more concerned with tomorrow's performance, then yesterday's performance. Great quote always have in mind. This is the over marking sentiment of performance management. We're trying to make tomorrow's performance better. We're not trying to slam somebody about yesterday's performance. Make sure that you're focused on how to resolve. Get the solution out there. Make it the most important part of the conversation that you have just a quick review As we wrap a performance manager, we talked about the manager's role and and how safety was in front of productivity and enabling your employees to do their job, giving them the resource is and training they need. And finally, the innovation to build a better mousetrap. Expectations of your your role engagement of your employees, Covey's graph of engagement versus Maslow's hierarchy of needs. We talked about nuts and bolts in timing. We talked about those case studies. Those were so important. I hope you learned a lot. We're enlightened on it. Provoked Thought for you. Those came from folks just like you, Then finally, in this video, we talked about the 10. Practical helps with a bonus help again. The two last ones make make performance management part of your daily routine and part of your culture instead of being part of an annual ritual, and then make sure that you're more focused on tomorrow's performance. Then you are yesterday's performance. She's been really fun for me. I appreciate skill share. I appreciate you being with me, and I hope you'll join me on a future video presentation about another management principle things.