Identify and then Improve Incomplete Skills and Behaviours
Why is it some team leaders would rather eat broken glass than have an one2one performance review with people not like them…or they don’t like?
Yet team leaders are responsible for the effective and efficient deployment of the most expensive resource an organisation has…. It’s people.
Not only are people the most expensive element of organisational cost; they have the ability to vary their output depending on how they “feel.” Maslow was not wrong and to plagiarise him people need to feel, Safe, Secure, Valued, Involved and Developed if they are to be the best than can be, day after day.
So who is responsible for creating an operational landscape that Maslow would recognise; who will deal with the people that break rules, demean others, sulk, are late, demanding, and inconsiderate.
Who does the organisation appoint to support and develop people whose skills are not what they should be, those that want help to get better; the answer is usually a team leader.
But also who will recognise those performing beyond expectation, helping others and being an ambassador for the values that underpin the rules?
Who will review the competence, behaviour, attitude, relationship skills of individual team members as they engage with the plan for the day? Usually a team leader.
But how can one human being acquire competence in all the skills and behaviours necessary to handle the challenges listed above.
Especially when we are all equipped with the 3 shields’ of self-esteem survival which are to “not get it wrong” or “look foolish” or worst of all in a interdependent society ” let anyone down.” All of which combine to create team members that crave to be told what to do because then if anything goes wrong; it’s not their fault.
Improving the performance of all employees, particularly team leaders, is a common plan for most organisations. Personal development “events” or processes like “360 degree appraisals” and coaching and mentoring often run parallel to the world of daily delivery of task.
However history records these personal development opportunities are often overwhelmed by the daily task, get delayed; if done, are not done well; or just don’t happen
We believe that personal improvement is most likely to occur if it is done as a task amongst others. The journey towards staff empowerment and self improvement begins with regular, and systematic, engagement to discuss work progress and performance.
The records of these discussions illuminate not only areas where improvement is probably needed; but the benefits to all stakeholders when performance has been improved.
We believe binding task review with personal review at the same meeting will produce greater impact on personal development; than a parallel, development specific, program of events.
The greatest lever for organisational improvement is the First Line Manager; the team leader that puts people to work every morning.
The most important skill they must master is regular structured honest feedback to their team members.