This, or a different version of the title above, usually features in almost all companies' vision or motto. Unfortunately, it does not get implemented and is probably the most overlooked issue. I sincerely believe that nurturing and growing people leads to a sound corporation/ business and increased productivity (= profitability); but I am yet to figure out why the leaders of most companies do not put more emphasis on this issue? Yes, most companies enforce bi-annual reviews, but I find these being done grudgingly, for the sake of just doing it, because 'corporate' and HR has asked for it. The heart is usually not in this exercise - why?
How many days does a supervisor/manager spend reviewing the performance of his/her reports? Giving feedback, asking about career goals, building the employee's confidence, challenging the employee to the next step of his/ her career....
In my last 10 years of work, I have seen only one person committed to this.
The number one leadership skill is the ability to develop others. And even if you are very conceited and want to think of your own growth, developing others will actually help you. If you can train your subordinate to grow into your position, then you get to climb another rung too! Why are most managers so short sighted? What holds them back?
Here is what you should do - say you have 10 direct reports. Then in your calendar, book two days twice a year to do only 'performance reviews' - yes, that's 40 days - yes, that's a month and half of your calendar year. And YES, it is well worth it. Make these reviews effective - talk about where you've been together and where you're going next. Align your report's goals with yours. Do both short term (3-9 months) and long term (1-3 years) planning, set goals and then set monthly milestones. I guarantee you, it will work wonders.
After all, what do you want from your employees - high productivity, commitment to do 'whatever it takes' to get the job done, loyalty, and positive energy flowing through the workplace. If you focus on developing your people, this will happen, automatically.
I once worked for a manager from whom I did 'feel the love'. And here is the story of what I did for them, not because they paid me extra, just because they were committed in my development and it was my way of showing my appreciation.
I had worked for this company for couple years and for personal reasons I was going to leave, move to another state. My relationship with my manager was so healthy that I told her that I was 'looking'. She was sad, but she understood. On a certain Wednesday, I had a job interview scheduled for 3PM. That week we were working on a very important proposal that was due on Thursday 9AM at a place 2.5 hours by air. We had been focused on this proposal all weekend, spent late nights at work on Monday and Tuesday, and was still working on it till noon on Wednesday. At noon, I took off to get ready for this interview. After the interview was over at 5PM, I called her and asked if she needed help. Of course, she did, so I went back to work. We wanted to get the proposal finished and sent off by the last FedEx at 7PM. Well, 7PM came and went, we still had changes to do. Next, we were looking at the last flights that could take us to the destination, but those were at 9:30PM, we could not make it. So, my manager and I then decided to drive - one will drive and the other will give company and make sure the driver does not snooze off. We took off at midnight and drove all night, 8 hours, to reach the destination and hand over the proposal in time. It was not an easy drive, we were very tired working so many long nights; there were times we felt that we would fall asleep at the wheel. Of course, we had loads of caffeine for company.
What do you think made me do this? I was leaving the company in few weeks time. Then, why did I feel the urge to help out in this way? Did it really matter to me if this company got that project or not? No, it was not me, it was them. The care and 'family-feel' that I felt in that company made me go the extra mile (rather 300 extra miles and back!). I think all companies, every manager, should nurture this feeling of camaraderie in their employees. The dividends are huge.
Please, invest in your people. It's well worth the effort.
PS: Yes, we did win that project. Our hard work and endeavor paid off. I left the company and was not able to work on that project, but it went well.
How many days does a supervisor/manager spend reviewing the performance of his/her reports? Giving feedback, asking about career goals, building the employee's confidence, challenging the employee to the next step of his/ her career....
In my last 10 years of work, I have seen only one person committed to this.
The number one leadership skill is the ability to develop others. And even if you are very conceited and want to think of your own growth, developing others will actually help you. If you can train your subordinate to grow into your position, then you get to climb another rung too! Why are most managers so short sighted? What holds them back?
Here is what you should do - say you have 10 direct reports. Then in your calendar, book two days twice a year to do only 'performance reviews' - yes, that's 40 days - yes, that's a month and half of your calendar year. And YES, it is well worth it. Make these reviews effective - talk about where you've been together and where you're going next. Align your report's goals with yours. Do both short term (3-9 months) and long term (1-3 years) planning, set goals and then set monthly milestones. I guarantee you, it will work wonders.
After all, what do you want from your employees - high productivity, commitment to do 'whatever it takes' to get the job done, loyalty, and positive energy flowing through the workplace. If you focus on developing your people, this will happen, automatically.
I once worked for a manager from whom I did 'feel the love'. And here is the story of what I did for them, not because they paid me extra, just because they were committed in my development and it was my way of showing my appreciation.
I had worked for this company for couple years and for personal reasons I was going to leave, move to another state. My relationship with my manager was so healthy that I told her that I was 'looking'. She was sad, but she understood. On a certain Wednesday, I had a job interview scheduled for 3PM. That week we were working on a very important proposal that was due on Thursday 9AM at a place 2.5 hours by air. We had been focused on this proposal all weekend, spent late nights at work on Monday and Tuesday, and was still working on it till noon on Wednesday. At noon, I took off to get ready for this interview. After the interview was over at 5PM, I called her and asked if she needed help. Of course, she did, so I went back to work. We wanted to get the proposal finished and sent off by the last FedEx at 7PM. Well, 7PM came and went, we still had changes to do. Next, we were looking at the last flights that could take us to the destination, but those were at 9:30PM, we could not make it. So, my manager and I then decided to drive - one will drive and the other will give company and make sure the driver does not snooze off. We took off at midnight and drove all night, 8 hours, to reach the destination and hand over the proposal in time. It was not an easy drive, we were very tired working so many long nights; there were times we felt that we would fall asleep at the wheel. Of course, we had loads of caffeine for company.
What do you think made me do this? I was leaving the company in few weeks time. Then, why did I feel the urge to help out in this way? Did it really matter to me if this company got that project or not? No, it was not me, it was them. The care and 'family-feel' that I felt in that company made me go the extra mile (rather 300 extra miles and back!). I think all companies, every manager, should nurture this feeling of camaraderie in their employees. The dividends are huge.
Please, invest in your people. It's well worth the effort.
PS: Yes, we did win that project. Our hard work and endeavor paid off. I left the company and was not able to work on that project, but it went well.
No comments:
Post a Comment