palletcentral

PalletCentral • March-April 2021 43 1) Set clear performance expectations; 2) Communicate the performance expectations; 3) Meet regularly to discuss performance progress. Set Clear Expectations: You can only hold people accountable when they know what's expected of them. When performance expectations have been clearly defined it's easy to measure achievement and give feedback. The key is to define the expectation in black and white so there is no room for ambiguity. A manager needs to understand what is important to measure and how to measure it. One company improved their order entry accuracy rate from 65 percent to 99 percent after they defined the expectation for completion. The low completion rate was a result of the team leaving a field on the order form blank. They weren't lazy they just didn't understand why the field needed to be completed and the manager had never defined the expectation. Communicate Expectations: Communicating performance expectations before there is a problem is the key to no-stress conversations later on. Most people want to do a good job and will rise to the expectations when they know what they are. Don't assume that people know. One survey revealed that 50 percent of employees don't know what is expected of them at work. Document the performance expectations and share them with new employees right away so they are set for success from the start. Meet Regularly: Meeting regularly with people individually to discuss their progress creates a culture of trust. How often you need to meet with people varies but a good rule of thumb is to meet at least once a month. If you defined and communicated the expectations in advance, there won't be any surprises. The employee will know exactly how they're doing. If they are falling short you can turn it into a positive coaching conversation to help them get back on track. When these three simple rules are followed, performance discussions are easy, transparent, and positive. The manager earns a good reputation, the team is motivated, and there is less conflict. Those are great benefits that result in successful teams and organizations that are able to fulfill their mission and purpose. Liz Uram is a nationally- recognized speaker, trainer, consultant, and author. She equips leaders with the tools they need to communicate like a boss so they can make a bigger impact, get better results, and motivate others to do their best. With 20 years of experience, she's developed systems that work. Uram's written four books packed full of strategies leaders can implement to get real results, real fast. For more information, please visit www.lizuram.com.

• Cover