Welcome Be a Better Boss Setting Clear Expectations
Welcome! Be a Better Boss: Setting Clear Expectations
Setting Clear Expectations Welcome! As we wait to get started, use the question box on the control panel to tell us which ONE of the following statements is MOST challenging for you about setting expectations. Feel free to add your own as well! A. B. C. D. Difficult to Manage Expectations when Expectations Keep Changing No TIME to Properly Set Expectations Not clear on What is Expected of Me and My Team Setting Expectations is Easier for Some Employees than for Others
Introduction and Welcome! Natalie Loeb Natalie@loebleadership Gordon Loeb Gordon@loebleadership www. loebleadership. com Teri Coyne Teri@loebleadership
Proud Woman Owned Business
How do Employees Feel? Gallup Research* 33% EMPLOYEES ARE ENGAGED AT WORK 50% EMPLOYEES WHO STRONGLY AGREE THEY KNOW WHAT IS EXPECTED OF THEM AT WORK 12% EMPLOYEES WHO STRONGLY AGREE THEIR MANAGER HELPS THEM SET WORK PRIORITIES *Gallup Poll: 2015 Employee Engagement report from data from 550 organizations and 2. 2 million employees.
Setting Clear Expectations are the Key to Employee Engagement Organizations with Highly Engaged Employees* 21% more profitable 17% more productive 41% less absenteeism *Gallup Poll: 2015 Employee Engagement report from data from 550 organizations and 2. 2 million employees.
Benefits of Setting Expectations To You/Organization To Employee q You/Employee on same page q “Managing” becomes a habit q Knows what is expected and how success is defined q Reduction of onboarding time q “Self-Monitoring” becomes a habit q Clearer about candidates who will thrive on your team q Ownership of goals and objectives q Performance reviews are easier q Performance reviews = no surprise q Focus on strengths and development q Awareness of skills for development q Common approach for all employees q Confidence that they are being treated fairly q Clarity about growth/development path BUILDS TRUST
Trust is the highest form of human motivation. It brings out the very best in people. – Stephen R. Covey
Four C’s of Setting Clear Expectations Clarity • It starts with you. Consider factors for success, context and Who, What, Where, When, Why and How? • Articulate clearly to team members Consistency • Consistent application of setting expectations establishes a Managerial “habit” which becomes part of your daily routine. Communication • Find communication style and method that is mutually productive • Use tools to monitor progress • Engage and check-in as often as necessary Commitment • Seek agreement and commitment on plan of action • Use tool to monitor progress and adjust as needed • Reaffirm commitment as needs evolve/change
Clarity How well do YOU know what is expected of each of your team members?
Be Clear First Organization Team • What is the value to the organization? • How does this objective/goal impact the team? In what ways is it connected to its’ charter? • How does it integrate into the vision/mission and operations? • How will successful completion of the goal/objective impact the business? • What organizational challenges/issues could impact success? • What does successful completion mean for the team? • What are key people/milestones most impacted by this objective? • What team challenges or issues could impact success? Role/ Individual • What are the expectations of this role in relation to the objective? • What is the expected skill set? (Soft and Hard skills) • What are the qualities of someone meeting the expectations of this objective? • What are potential challenges/issues?
Clarity o? Wh t? Wha Team Where? When? Wh How? y? Organization Role/Individual Clear and Ready to Communicate
Communicate The single biggest problem in communication is the illusion that it has taken place. – George Bernard Shaw
Communicate Find the Right Communication Style and Fit Flex Approach to Employee Need Use Goal setting models to define and shape goals
Style and Fit Situational Leadership* *Adapted from the model by Ken Blanchard and Paul Hersey in Management of Organizational Behavior, ’ 96
Style and Fit HOW is as important as WHAT you Communicate ü Face to Face or Video is optimum in the beginning ü Look for body language and visual cues of agreement of resistance ü Watch out for defensive behaviors from you and team member ü IM or Email is optimum for ongoing contact ü Seek written agreement or understanding. ü Use plain language, be conscious of how something could be interpreted (you are the boss) ü Follow-up by phone, video or in-person if tone is confusing
Setting Goals Models Specific Measurable Attainable Realistic Time bound Best for: Goal Setting • Best all purpose goal setting tool • Great for small and large goals • Develops a good goal setting “habit” Goal Reality Options Will Coaching Employee • Good for coaching employee on a new task or objective • Explores options for achieving result • Seeks and assesses will to complete Wish Outcome Obstacle Plan Anticipating Challenges • Greatto work through goal with lots of potential challenges. • Utilize “If this happens …then I will do that”
Unless commitment is made, there are only promises and hopes. . . but no plans. – Peter F. Drucker
Commitment Before Meeting Ends: ü Anticipate Challenges/obstacles ü Identify key milestones Co-create Commitment ü Agree to next steps ü Have employee verbally reflect understanding of expectations ü Confirm communication plan and monitoring tool Commitment cuts both ways!
Tools Keep it Simple! • Adapt what you are using now to manage projects (MS Project, Base Camp, Excel Spreadsheet, etc. ) • Assign To. Dos (Outlook) • Shared Spreadsheet /Word Document • Email (create a folder for each employee) Use Performance Management System to make performance notes!
Consistency My name is CONSISTENCY, I am related to SUCCESS. We should hang out more often than every once in a while. – Kim Garst
Consistency ü ü ü Turns a “to do item” into a Habit Breeds Confidence Deepens Trust Keeps you focused on what matters Reduces surprises and “cramming” at review time
Putting it all Together Choose all the statements that reflect what you want to commit to regarding setting expectations: I commit to: q Getting clear on job description and communicating expectations to employee q Establishing a communication protocol with individual employees q Incorporating a goal setting method into my employee coaching sessions q Co-creating commitment in coaching sessions q Consciously and consistently applying expectations to all members of my team
QUESTIONS? Natalie Loeb Natalie@loebleadership Gordon Loeb Gordon@loebleadership www. loebleadership. com Teri Coyne Teri@loebleadership
Coming up Be A Better Boss… October 26 th Making Accountability a Process November 15 th Tracking Performance Thank You!
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