David Cottrell and Mark Layton A Practical Guide to Improving Employee Performance

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“C ongratulations . . . You are now a manager!” “By the way, you have some performance issues on your team that you need to address. We have known about them for some time, but we thought it would be best for the new manager to fix the problem. This should be your number one priority. Congratulations, again, and good luck.” Remember the thoughts and emotions those words evoked the    first time you heard them? “Wow! It’s about time. My team will be enthusiastic and hard working. Finally, everyone will be happy working here. The sky’s the limit!” Then your boss continues: Whether that conversation took place 10 days ago or 10 years ago, you still remember the ice cold sweat and the stinging harsh reality of being thrown into a situation that you may not have expected. INTRODUCTION

So ... what happened?   Of course you hoped your leadership would immediately trans- form the team members with “performance issues” into the organi- zation’s best producers. Surely your positive example would turn their performance around. Yes, it’s a new day. Let’s see, a refocus of goals. That will make a difference, right? So will a change of management style, renewed enthusiasm, improved communication, and your passionate commitment. You were right. All of these do work ... sometimes ... for a little while.    However, deep down you probably knew that “new management” rarely changes a person’s behavior. Many times that same perform-    ance issue now staring you in the face has    survived numerous managers. So, you    can’t count on that person – or persons –    improving just because you’re their new    leader.    The excitement of your promotion to    manager began to fade as the reality of    addressing performance discrepancies and    coaching others to improve sunk in. It    wouldn’t be a problem except that you    have never been a coach, and, chances are,    you haven’t received all that much coach-    ing yourself.   If you’re like most, the reason you’ve been promoted into manage- ment is because you have consistently been a top performer. Your performance reviews have reflected your achievements – as well INTRODUCTION Many times, that same performance issue now staring you in the face has survived many managers. So, you can’t count on the employee improving just because you’re the new leader.

they should. But your manager did not formally “coach” you to improve. Sure, he or she may have offered some suggestions, but formal coaching? No way – mainly because there was no real need. You’re good. Your boss knows it ... and so do you. So, congratulations. You have joined the countless others before you enrolled in the “baptism by fire” management school. The increased responsibilities may seem staggering – and the priorities overwhelming – as you begin to confront the challenges ahead. This handbook will help! It will guide you to becoming an effec- tive coach and outstanding leader, even if you’ve been managing for years. But, before you turn another page, here is some “inside” manage- ment information you need to know and remember:              It may be negative and cynical, or just the opposite – positive and exciting. Or it could be a little of both ... or somewhere in between. Some kind of climate does exist, however, and it is constantly changing. It’s your job to monitor the climate and make any adjustments necessary to improve performance. Many managers assume that their co-workers share the same desires, motiva- tion, passion, and pride. Wrong! People are different, and you shouldn’t expect them to be exactly like you. If you make the assumption that just because you are motivated, your people will be motivated, LOOK OUT ... you’re taking a wrong turn in your management career.   There is a work climate already existing on your team. Most employees are not exactly like you. INTRODUCTION

Coaching is about enhancing your team’s performance. Everyone likes to be liked, but that shouldn’t be your first priority. “I want my people to respect me,” you say. Sure, who doesn’t? But re- member, as a leader, one of your most important responsibil- ities is to effect change. And people typically resist change.   Be ready to acquire more than a few critics and detractors as you coach your team to success.   You’ll soon discover, if you haven’t already, that the best way to earn respect is to help others succeed. It’s just as tough to point out performance problems as it is to hear about them, so don’t expect coaching poor performers to be fun. People do things for reasons that are logical to them, even though those reasons may appear to be totally illogical to you.   Effective coaching begins with thorough preparation. If you do your homework up front, you will have an excellent chance for a productive performance improvement session. If you try to “wing it,” both you and the employee will end up very frustrated. The biggest obstacles to effective team performance are people who don’t carry their share of the load. You may be tempted to avoid issues until they become serious. Fight that feeling! It doesn’t take long for morale and productivity to erode, and finally disintegrate, because of one poor performer. So, it comes down to this: Your team is counting on you to address employee perform- ance problems ... now! Coaching is not a popularity contest. Coaching poor performers will not be easy or fun. Your team is depending on you! INTRODUCTION

Your responsibility is to coach and provide feedback. The employees must make the decision to improve their perform- ance ... or change where they work. It is their call. Okay.  Now you know some of the inside scoop.                                   was great news. Now the work begins. Obviously, people think you have the talent and ability to be a terrific coach and leader. This book provides tools to help you live up to those expectations. Changing employee performance isn’t your responsibility. “Congratulations ... You are now a manager,” Enjoy and apply! INTRODUCTION