An Article by Peg Buehrle & Pete McDowell
One of the frustrations we hear from our business owner and manager clients is “I told them what to do, and they just did not do it!”
This is very common, so if it has happened to you, don’t worry. Here are some steps to take in this area:
1) Take ownership
I must take ownership for the communication of the task at hand. Ask yourself, did I communicate clearly the objective and expected results, the timetable, the resources available, and potential restraints. In other words, OWN your part in this opportunity for improvement. In some cases, you may need to have the employee repeat what you asked them to do, just to ensure they understood clearly. Also, what assumptions are you making that may or may not be true?
2) Assess the developmental level of this employee relative to the task at hand
It is up to you to determine what amount of directive behavior and what amount of supportive behavior YOU need to use to help this employee succeed. This is the essence of Situational Leadership. As an employee gains technical skill and confidence with a task, you can reduce the amount of directive behavior with them. At some point when they are able to provide their own emotional support, you can also reduce the amount of supportive behavior (encouragement & confidence building). This does not mean abdicating or ignoring an employee. It does mean that employees at a high skill level actually appreciate the autonomy that comes with your confidence in them.
3) Determine and agree upon the type and frequency of follow up appropriate to the task.
Make sure to follow through on what you agreed to do. Remember that a portion of your workday and work week will be spent in follow up on the work of others. This is a critical part of your role. While doing this remember that the best feedback has three critical elements:
When you see behavior that is what you want, give feedback that is:
- Positive – “thanks for getting me that information on time”
- Specific – “this gives me the time to prepare for the client meeting!”
- Timely – do it as close to the observed event as possible.
We suggest giving 80% of the above type of feedback as a habit. If you do, there is a better chance your employees will listen when you need to redirect or give corrective feedback.
One last point for you to consider. Assess the developmental level of your direct reports with respect to the tasks they are doing. Look for opportunities for your team to grow by giving them tasks that will stretch their comfort zones (and yours!).
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