ORGANIZATION MANAGEMENT Improving Work Performance.

ORGANIZATION MANAGEMENT

Improving Work Performance

you don’t get paid for what you do

you get paid for what your subordinates do

As a manager . . .

a. You take the day off, but all 10 people in your group go to work

b. You go to work, but all 10 people in your group take the day off

You are a manager with 10 people answering directly to you. What will be accomplished tomorrow if:

You need them more than they need you

You should do everything in your power to help them be as successful as possible

You: “I don’t think Charley is going to work out. I think we made a poor hire.”

Your boss: “ How long will it take to get his replacement?”

There is a performance problem

Attitude Behavior

Consequences Behavior

Mowing the lawn today

Positive Consequences Negative Consequences

+ Lawn looks nice

+ Easier to do because grass is not too long

+ Neighbors tell you how nice it looks

– Don’t play golf today

– Perspire in hot sun

– Physical effort

Undesirable Task (monthly)

- In January, I gave it to Lou. He totally screwed it up.

- In February, I gave it to Angela. She did the best job anyone has ever done.

- In March, I will give it to . . .

Why Don’t Subordinates Do What They Are Supposed To Do?

1. They don’t know what they are supposed to do

2. They don’t know how to do it

3. They don’t know why they should

4. There are obstacles beyond their control

5. They don’t think it will work

6. They think their way is better

7. Not motivated – poor attitude

8. Personally incapable of doing it (personal limits)

9. Not enough time for them to do it

10. They are working on wrong priority items

11. They think they are doing it (no feedback)

12. Poor management

13. Personal problems

Why Don’t Subordinates Do What They Are Supposed To Do?

1. They don’t know what they are supposed to do

2. They don’t know how to do it

3. They don’t know why they should

4. There are obstacles beyond their control

5. They don’t think it will work

6. They think their way is better

7. Not motivated – poor attitude

8. Personally incapable of doing it (personal limits)

9. Not enough time for them to do it

10. They are working on wrong priority items

11. They think they are doing it (no feedback)

12. Poor management

13. Personal problems

Communication

I know I said what I w

ant you to

hear, but I’m

not sure you are

thinking what you heard me say

Communication Problem

“This is important. Really, really important”

• He thinks it’s important – I think it’s boring• Is that an ugly tie, or what?• That was a great movie last night• I hope traffic isn’t too bad tonight• How many martinis did he have for lunch?• I’m hungry

Two-Part Communication Process

1. Ask a question

2. Shut up

“Thought Transmission”

Identify unsatisfactory performance

Train subordinate and/or provide practice

Don’t waste your time on it

Does subordinate know how to do it?

Change consequences or transfer subordinate

Does subordinate know performance is unsatisfactory?

Is it worth your time and effort?

Could subordinate do it if he or she wanted to do it?

Are there obstacles beyond subordinate’s control?

Does negative consequence follow performance?

Does positive consequence follow nonperformance?

Does subordinate know what is supposed to be done and when?

Redirect subordinates behavior through coaching

Let subordinate know – provide feedback

Let subordinate know – work planning

Remove obstacles

Change consequences

Transfer or terminate subordinate

NO

NO

NO

NONO

NO

NO

NO

YES

YES

YES

YES

YES

YES

YES

YES

Coaching Analysis

Don’t waste your time on itIs it worth your time and effort?NO

Performance – focus on behaviors, not the results of the behaviors

Why Otherwise, they don’t know what to change Able to measure (so you can recognize if

it’s getting better or worse)

YES


An estimated 50% of non-performance problems in business are due to the lack of feedback


NO

? Do you know what your error rate is?

? Do you know that you frequently interrupt people in meetings?

? Do you know that you begin to mumble after you get a minute or two into presentations?

Note: They could know that the behavior exists, and not know that it’s a problem

YES


Number one issue on list “Why don’t subordinates do what they are supposed to”

Common problem in creative areas with complex work: What is it supposed to look like when it’s finished? Complaint: assistant does not analyze situations in

depth to reach solutions or suggest alternatives Approach: manager and assistant work together to

develop a list of key questions that should be addressed in all reports


NO

YES


Number two issue on list “Why don’t subordinates do what they are supposed to”

Common problems Experienced employees assigned to train new

employees – trainers have not been taught how to teach Lack of testing and/or opportunities for application –

trainees are not required to demonstrate learning

Train subordinate and/or provide practiceDoes subordinate know how to do it?


Remove obstacles

NONO

YES

YES

Behavior is a function of its consequences Avoid negative consequences – they can have

undesirable side effects Positive consequences should be:

Relevant Direct Immediate




Change consequencesNO

YES

YES

NO

Usually the first question asked, and answered, “Of course the _____ could do it if he’d get off his rear end!”

Should be addressed when you have determined: They know their performance is not satisfactory They know what is supposed to be done and when There are no obstacles beyond his or her control They know how to do it A negative consequence does not follow performance A positive consequence does not follow

nonperformance



Transfer or terminate subordinateNO

YES


Train subordinate and/or provide practice

Don’t waste your time on it

Does subordinate know how to do it?



Is it worth your time and effort?









Remove obstacles

Change consequences

Transfer or terminate subordinate

NO

NO

NO

NONO

NO

NO

NO

YES

YES

YES

YES

YES

YES

YES

YES

Coaching Analysis

Coaching Technique

Get his or her agreement that a problem exists

Recognize any achievement when it occurs

Mutually discuss alternative solutions

Follow up to measure results

Mutually agree on action to be taken to solve problem

Agreement That a Problem Exists






Most critical step of the coaching process – can take up to half the total time

Most coaching efforts fail here – step is bypassed, assuming the subordinate knows

Important to recognize Effects on the business/others – results Effects on self – consequences

Use thought transmission

The Conversation• Do you know why I’ve called up in?

• We have a problem.

• It’s about your performance.

• It has to do with your not coming to work on time.

• Do you know how many times you’ve been late in the last month?

• I’m glad you are willing to take care of that, but do you know how many times you’ve been late?

• Guess.

• No

• What problem?

• What about my performance? I thought I was doing pretty good. I turn out a lot of work around here.

• Oh that. Yeah, I know I’ve been late a few times. I’ll clean it up.

• Probably more than I should, but like I said, I’ll take care of that.

• I have no idea

• Probably once or twice a week.

The Conversation . . . Continued• You were on time only 40 percent of the time – that averages three days per week you were late.

• Do you agree that it is a problem?

• Do you know what happens when you don’t come to work on time?

• Not mad, just disappointed. Do you know what else happens?

• You’re right. What else happens?

• I didn’t realize it was that many days.

• I agree it’s a lot of days, but after all I work harder than anybody else, so it all evens out.

• Well, I guess you get mad at me.

• Well, I heard some grumbling that others don’t like answering my phone when I’m late for work.

• Well, I guess some customers don’t like it when they can’t get me first thing in the morning.

The Conversation . . . Continued• You’re right. What else happens?

• There’s no rush. I’ll wait while you think about it.

• Do you think customers ever complain to me or to my boss?

• What do you think will happen if you continue to come to work late?

• You’re right. I need somebody in that job who will do what has to be done, and I wish it were you. Now do you agree that this is a problem?

• I’m glad that you recognize the problem. How can we solve it?

• I can’t think of anything else.

• I really can’t think of anything else.

• Well, I guess that is a problem, but I work harder and get more done than anybody else.

• I guess customers will complain and you might fire me.

• Well, when you put it all together, I suppose it is a problem.

Step 2

Mutually Discuss Alternative Solutions / Mutually Agree on Action






Trying harder is not a solution – what will the individual do differently

Agreement what will be done when

Use thought transmission

Follow Up to Measure Results / Recognize Any Achievement






Lack of follow up is a common reason for failure

Sometimes, subordinate initially changes, but lack of follow up does not reinforce the new behavior

Timeliness of recognition is critical Important to recognize progress

even when it is short of the goal?

Formula for Failure

• Don’t get the subordinate involved, just talk at him or her

• Don’t give specific feedback – talk in generalities

• Concentrate on attitude rather than behavior

• Assume the subordinate understands that a problem exists

• Assume the subordinate knows what has to be done to solve the problem

• Don’t follow up to ensure that agreed upon action has been taken

• Don’t acknowledge or praise improvement

ORGANIZATION MANAGEMENT Improving Work Performance.

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