Performance Expectations - 5 Tips and 5 Questions
Performance Expectations - 5 Tips and 5 Questions
5 Tips
* Be Clear - your people need to know what they are doing, both in terms of actions and the standards that you will be expecting. By being really clear, checking understanding and having it written down makes a big difference.
* Have Patience - accept that people will want to challenge your explanations and that it is your responsibility to ensure that they understand. Enable them, indeed encourage them to come back to you with questions.
* Keep in Touch - by building great relationships with all of your people, you keep open a door which helps them get better clarity of your expectations of them. Help that happen.
* Fine Tune - especially when new roles come along, there may be a need to sit down with the individual and fine tune responsibilities. This doesn't mean weakening, more to show that there is a will, on both sides to make it work.
* Encourage Others - by setting a great example, others in your organisation will take it on board and there provides an opportunity to share learning and encourage new skills and development.
5 Questions
1. How many of your people have clear Performance Expectations?
2. What percentage of these people have you discussed their understanding of these expectations and the standard of delivery you expect?
3. When was the last time you refined the performance expectations of someone in your team?
4. How do you assess the standards of activity delivery which meet the organisations requirements?
5. How have you shared you're the Performance Expectations made of yourself, with your people?
With this level of clarity on Performance Expectations, working together becomes a snip and you will have far less timewasting chasing of individuals' performances. And overall, your business/organisational performance will soar.
Martin Haworth is a business and management coach and trainer, working with a range of clients from corporates to individuals worldwide. www.MartinHaworth.com
Performance Expectations 5 Tips and 5 Questions - To learn more about this author, visit Martin Haworth's Website.
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People want to understand their role - they want to do well! So by being clear, really clear about what it expected of them, makes a big, big difference! And that improves performance as well as saving you time chasing others around to deliver what you want.
5 Tips
* Be Clear - your people need to know what they are doing, both in terms of actions and the standards that you will be expecting. By being really clear, checking understanding and having it written down makes a big difference.
* Have Patience - accept that people will want to challenge your explanations and that it is your responsibility to ensure that they understand. Enable them, indeed encourage them to come back to you with questions.
* Keep in Touch - by building great relationships with all of your people, you keep open a door which helps them get better clarity of your expectations of them. Help that happen.
* Fine Tune - especially when new roles come along, there may be a need to sit down with the individual and fine tune responsibilities. This doesn't mean weakening, more to show that there is a will, on both sides to make it work.
* Encourage Others - by setting a great example, others in your organisation will take it on board and there provides an opportunity to share learning and encourage new skills and development.
5 Questions
1. How many of your people have clear Performance Expectations?
2. What percentage of these people have you discussed their understanding of these expectations and the standard of delivery you expect?
3. When was the last time you refined the performance expectations of someone in your team?
4. How do you assess the standards of activity delivery which meet the organisations requirements?
5. How have you shared you're the Performance Expectations made of yourself, with your people?
With this level of clarity on Performance Expectations, working together becomes a snip and you will have far less timewasting chasing of individuals' performances. And overall, your business/organisational performance will soar.
Martin Haworth is a business and management coach and trainer, working with a range of clients from corporates to individuals worldwide. www.MartinHaworth.com
Performance Expectations 5 Tips and 5 Questions - To learn more about this author, visit Martin Haworth's Website.
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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