3 Tips – Guarantee your Talent Performance & Succession Management

Mixed race woman climbing ladder in clouds

“In the end, all business operations can be reduced to three words: people, product and profits. Unless you’ve got a good team, you can’t do much with the other two.”

~ Lee Iacocca ~

Dylan is responsible for the succession management of his large company. “Sometimes the results have been frustrating,” Dylan says.  “We plan. We prepare them. We check the past performance of our top employees.

“And still, when they step into that leadership role, sometimes the ramp-up takes far too long.  Sometimes they are less than what we expected.”

Dylan decided to use more quantifiable tools to help him gauge the talent performance of those within his succession program.  “I thought if I could learn some triggers or some key performance measures beyond the standard reviews and recommendations, maybe we could do better.”

Dylan’s goal was to increase the success of those stepping into management roles.

1. Personality.  Dylan determined that personality plays a key role in predicting the success of promotions. “Of course other factors are important,” Dylan said. “But all things being equal, personality matters.”

It wasn’t just that Dylan wanted hard-chargers at the top.  But when he understood the personality of the candidates in the succession management, he had a better feel where to place them.  Some departments would respond better to a consensus builder and cheerleader.  Others required a firm take-charge attitude.

To check this out, Dylan explored tools like the traditional Myers-Briggs interest inventory as well as newer personality assessments with labels of colors and gems.  He found many of them gave the broad-brush assessment he needed.

“For example,” Dylan said. “My R&D department needed someone who was patient with the facts and science and yet willing to encourage and be open to exploration.  The past leader really pushed for results and was impatient with explanations—excuses, he called them.  It didn’t bring out the best in my scientists.”

2. Skill Sets.  Dylan worked to find tools that could accurately assess the skill sets of the rising talent.  Of course past performance was measured.  But often new skill sets were needed for the future job.

Dylan had current leaders assess the skills needed for their jobs.  Then he found ways to measure the abilities of those selected for succession. He sometimes gave them a project that called for these skills.

On key abilities, Dylan asked a co-worker or mentor to evaluate the worker for several weeks. He asked them to look specifically for that talent or skill, and assess the employee’s mastery of it.

When there was a gap between need and skill set, Dylan worked to train the employee in that area before the promotion and the need to have that skill arrived.

3. Drive.  In the past, management had gathered to discuss who they felt should be part of the succession plan.  “I know this is important,” Dylan said. “But I thought we needed to add another element.” Dylan wanted those interested to “raise their hands.”

“I wanted those motivated enough to step up and say, ‘Pick me,'” Dylan said. “I think that extra measure of confidence, initiative, and drive matters.”

In the review process, they added a series of questions.

  • Where do you hope to be 2 years from now?
  • What steps do you plan to take to get there?
  • What is your next step right now?

As Dylan implemented these tools in his succession management, he saw the talent performance of the newly promoted rise. “I’ve been very pleased with the results,” Dylan said. “I think matching personalities, analyzing skill sets, and assessing drive has helped us step up our promotions.  At this point, I feel very comfortable with our succession plan.”

Do you want to make sure your talent performs up to expectations when placed in your succession management?  If so, contact Joel for assessment and coaching.

Talkback: What extra steps have you taken to see that your top talent is properly prepared for the succession slot they are expected to fill?

Image courtesy of Blend Images / Fotolia.com

Setting Work Performance Goals
with Your Employees

Goal setting

“Discipline is the bridge between goals and accomplishment”

~Jim Rohn~

Setting Work Performance Goals with Your Employees

If you are in a leadership position, you are constantly faced with the challenge of keeping your employees motivated and productive. Most companies use work performance goals as a means of evaluating employees. However, from the employee’s point of view, they are often looked on as an arbitrary and rigid means of doling out raises. That is because many organizations fail to use goals properly.

Goals are most effective when the individual expected to meet them has a part in setting them. As a manager it is important to put yourself in the place of the employee and ask yourself these basic questions:

  • What kind of goals would motivate me in this position?
  • What sort of goals would make me happier and more productive in this position?

With these two questions in mind and with the help of the following pointers, employees will no longer view goals as mere management tools but rather as they should be: personal motivators for success that can help your employees succeed.

1. Include employees in the process

But give them guidance along the way. As their manager, you know best what they need to achieve in order to meet company objectives. But having them contribute to their own goal setting in a meaningful way will also help motivate them to meet the performance goals for their jobs. Failing to reach a goal we set for ourselves is always harder to swallow than failing to reach a goal we think leadership arbitrarily set for us. On a side note, having the employee help set goals will give you valuable insight into what motivates each individual.

2. Set deadlines

Open-ended goals promote procrastination. Many companies employ quarterly goals in conjunction with long-term annual goals. However, short-term goals will also provide an ongoing metric of the employee’s progress.  Deadlines should also be set according to the rhythm of the metric they measure. For example, if you are servicing clients on monthly contracts then the goals should naturally have a monthly deadline. In such a case, weekly or bi-weekly goals will help the employee keep on track with reaching their objectives.

3. Make goals measurable

For goals to work they must be tied to some quantifiable data. That way when the deadline arrives there is no question whether the goal was reached or not. If you are unsure of how to measure success, enlist the help of your employee.

4. Give feedback

Regular feedback is vital in helping your employees reach the goals set for their work performance.  When speaking to them, look for opportunities to give encouragement. But don’t allow the feedback to be one-sided. Listen to any concerns or suggestions the employee may have. Open communication may make the difference between a goal that is simply reached and one that is blown out of the water.

5. Reward success

Make the reward worth the work needed to obtain it. Again, consider what the employee will value. Some employees respond to cash incentives, extra time off, or gift cards. Others may prefer the public recognition of receiving an award. Who wouldn’t like to display an art glass award on their desk? Allowing the employee to help determine the reward will motivate them to work toward achieving it. Get creative and change rewards frequently so they don’t become routine.

6. Tweak as needed

Some goals will remain the same as long as the company is in business. These strategic goals reflect the core values of the company. But many goals are dynamic and should reflect the changing responsibilities and talents of the employee. Pin job performance goals to areas where the employee can improve. Finally, as the employee gains experience and additional responsibilities, make sure their goals grow with them.

 A note on failure:

If an employee fails to meet their goals, it is not the end of the world. Of paramount importance is the attitude of the employee. Did their failure result from a lack of activity, or did they give their best but simply come up short? If an employee has put forth noticeable effort and still failed it would be counterproductive for a manager to humiliate or punish them. Failure from inactivity is what should be punished.

Performance goals are a benchmark of success. As long as an employee continues putting forth effort to reach them, they should continue to receive support from their managers. If you are having a hard time with this idea, consider some of the great failures in history. These would include the likes of Einstein, da Vinci, and Michael Jordan. Although known for their successes, these individuals had greater failure rates than their peers. But they kept striving toward their goals and eventually reached them.

 Dennis Phoenix is a human resource specialist and avid business writer. He writes primarily on topics ranging from business relationships to employee satisfaction for Able Trophies.

Talkback: How have you increased the effectiveness of your employees work performance goals? List your ideas below. 

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Are You Doing as Well as You Think You Are? How to Upgrade Your Work Performance


“Don’t lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.”

~ Ralph Marston ~

Bill was a middle manager with a large financial institution. He had always felt secure in his job and felt he was making a real contribution to his department. But his last performance review was disappointing. His boss pretty much told him he’d better “kick it up a notch” if he wanted to keep his job.

Now what? Bill felt frustrated and more than a little insecure. Rather than react defensively, Bill decided on the spot to see this as an opportunity. He decided there were three steps he could take immediately to put his career back on track.

  • Ask the right questions
  • Develop a visibility plan
  • Maintain continuous course correction

Step 1: Ask the right questions. Although he was surprised and frustrated, Bill was smart enough to save the emotions for another time and place. Most bosses would probably even anticipate that Bill could be defensive and confrontational. Andy may have been prepared for an adversarial conversation. Instead, Bill used this situation to make an immediate U-turn in his career path.

Questions Bill asked:

  1. How could I have avoided this situation?
  2. Give me an example of something I could have done differently.
  3. What actions should I take now to improve my work performance?

Bill listened to Andy’s answers and took careful notes. This accomplished two things: It let Andy know that he heard him and understood his point of view and it gave Bill a head start on creating an action plan for performance improvement.

Step 2: Develop a visibility plan. Based on his conversation with Andy, Bill already had the framework in place for an action plan to improve his work performance. Rather than settling for the status quo, Bill realized that he needed to find ways to exceed (rather than just meet) Andy’s expectations. His first move was to clean up the unfinished business that Andy highlighted. Unfinished projects and unmet deadlines should always come first in a situation like this.

Once that was done, Bill volunteered to take on a department analysis project that he knew Andy and been putting off and really didn’t enjoy doing. He became more visible in staff meetings, looking for ways to step up to the plate as a problem solver and a team player. He also looked for ways to enhance his profile outside his department by attending meetings and asking questions of other leaders and managers in the company.

Step 3: Maintain continuous course correction. Bill knew that the secret to his success would come from open and positive communication with Andy. He followed up their initial meeting with a written summary that included what he heard Andy say, as well as the action steps he planned to take. He asked Andy for a weekly five-minute “How am I doing?” meeting, and scheduled a more formal review of his work performance for three months later. Needless to say, it was a good one.

Do you know the right questions to ask in your situation? If you need help developing a visibility plan and monitoring your progress to maintain course, contact Joel Garfinkle today to find out how he can help.

Talkback:

Have you had a negative performance review? Are you looking for ways to increase your visibility and move ahead in your organization? Try some of Bill’s ideas and share your story in the comments below.