Are you as successful as you want to be?

To answer that question you need to take a critical look at yourself. But before you start analyzing your behaviors and attitudes, think about what it means to be successful. Ask yourself "What does success means to ME?". Figured it out? Check your picture of success with those you are in agreements with – partners, colleagues, etc. Refine and define your success and then get to work using the WDEP system for self-evaluation. The WDEP system is the go-to procedure for lead managers to encourage quality performance in the workplace and you can make this system work for you as well!

WDEP stands for:

• What do you WANT?
• What are you DOING?
• EVALUATION: Is it HELPING OR HURTING?
• What is your PLAN?

You will quickly learn how to make a judgment or determination about the effectiveness of your actions and the attainability of your wants.

1. Is what you want realistic or attainable?
2. Is your action helpful in getting the job done?
3. Is your action helpful to others?
4. Is your action helping you get what you want?
5. Is your action in line with or against the explicit rules of the bank?
6. Is your action acceptable?
7. Is your action helping the bank achieve its goals so you can maintain a secure job for yourself?
8. Is your plan for improvement attainable and helpful?

Build your success muscles with the tools and training you will find in our online store and calendar.

 

Still learning,

 

Honey

Building Employee Performance Plans

Often leaders are certain employees know what is expected of them only to find out during performance reviews or discussions that the employee was not well informed of the expectations for performance and behavior.

It is recommended that leaders take the time to build performance plans for each job description they are responsible for.

In our Supervisor Boot Camp, the manager is taught how to put the Coaching for Excellence model to work. 

The model first calls for creating performance expectations.

 

This does not have to be done in a vacuum; instead, ask for and seek input from employees. Use the job description as a guide. Standards and expectations are about the requirements for each job position. It’s about the conditions that must exist before performance can be rated satisfactory. Performance standards and expectations are important because they minimize ambiguity and they allow for more objectivity when providing feedback during a coaching session or during a performance review. Expectations can include rules, outcomes and tasks. Once the expectations have been created the next step is to effectively communicate them.

Expectations have a powerful impact on our performance. Expectations have a direct link to behavior and outcomes. One of the most common reasons for low employee morale and performance is poor communication of work expectations. Expectations are the basis for developing a written, negotiated employee performance plan. Expectations are consistently a part of training and coaching. 
 

Expectations need to be conveyed in writing. When the leader fails to provide a written list of expectations because the assumption is the employee knows what is expected, we cannot be surprised when those expectations are not met. 

It is best if everyone in the company is clear about the overall strategic plan and company goals. Employees need to see how their responsibilities and expectations contribute to the company’s goals. The leader’s job is to communicate expectations clearly and not allow assumptions room to grow. 

Still learning,

Honey

www.interaction-training.com

                                     

                               

Give Yourself & Staff a Performance Booster Shot

I get letters from all over.  I decided to share a note from one of my favorite bankers who is dedicated to professional development - for herself, as well as her team.  She learned to use the weekly report in my Supervisor Boot Camp a few years ago.  I am passionate about utilizing a weekly report.  Not everyone shares my passion but everyone who uses one knows the value of it.  Here's how I teach it. 

Every Friday by 3 PM, everyone turns in a weekly report to their supervisor.  It's basically an outline with the current date and the name of the individual completing it.  The outline contains   three headings, Accomplishments, Problems and Plans.  Under each heading, you list bullet points or key factors that are important to remember or vital to communicate to the boss.  The manager is to create one as well and share with all his/her direct reports.  The Weekly Report ensures communication and it provides tracking and accountability for both parties.  When I receive an employee’s weekly report, I like to write directly on it, offering my responses, copy the report and give it back to my employee.  Now we both know that we both know what went on that week.  

Here is what my friend, the banker sent me:

I have been using the weekly report with my staff since last year.  I have seen a decrease in what is in the reports and even them skipping completing them.  What suggestions if any would you have to re-stress the importance of the content and completion of these reports- outside of the obvious that I require it?

Here was my response:

Are they doing a "to do" list every day? 

I have always reminded my team that the "to do" list and calendar are the perfect tracking tools for pulling together the weekly report.

Manage by walking around and ask to see their daily to do list every day or every other day.  If they don’t have one, help them create one on the spot.  A to do list helps you focus and prioritize.  Helps you to not waste time or forget what needs to get done.

Ask them to do a quarterly summary (right now this week you could ask for a “first six months of 2013 summary”) of the their weekly reports and self-assess how well they think they did with regard to planning, problem solving and getting goals met and stuff done. Nothing is more motivating than to see what progress you’ve made or need to make!

Remind them the report is for them.  It empowers and enables them to track their success, to provide them accountability, credibility and planning.

The key to success is having a plan and executing it.  Act like a turtle.  Stick your neck out when you have to get where you are going.  Slow and steady.  Pull back occasionally, stay headed in the right direction, watch out for getting run over and you will get to where you are trying to go!   Learn to read the signs for when you need to step it up and when you need to kick it in gear and have a sense of urgency.  Responsiveness and persistence will pay off.  

Managers remember this; develop a culture that supports learning. Demonstrate by your actions that you believe continuous learning is vitally important. Invest some of your budget dollars in training and education. Consider a reimbursement plan for courses employees take through local colleges. Allow employees to click here to continue reading Ten Techniques for Developing Others!

Still learning,

Honey