GENerate Performance! Blog

Effective Performance Reviews - Tips for Employees

Fri, 20 Jan 2012 12:41:00 GMT

For many employees, the performance review is a conversation they dread. The main reason for this is that the employees’ expectations for the meeting are not met by their manager. As employees it is important to make sure that you take an active role in your performance. Following are some tips to help during the discussion with your manager.

Be well prepared and be ready to provide input - Review past performance review documents; compile key accomplishments you have made during the past year as well as what you have done to develop yourself. If your manager does not request you to provide him or her with input prior to your performance review discussion, then take the initative and send it to them directly.

Practice active listening - During the meeting, maintain good eye contact and positive (and non-defensive) body language. Listen to what your manager has to say and really be engaged in the conversation. Summarize where needed to ensure that you understand.

Ask questions for clarity - Don’t be afraid to ask your manager for examples or to provide more specifics. Remember, this is your meeting. You want to make sure you know and understand the key messages that are being conveyed to you.

Share responsibility and take ownership - Be ready and willing to ask for and receive support from your manager. Tell them what you need to be successful in your current position and to develop yourself for future ones. Also, explain to them what you will do yourself.

Agree upon next steps - This is a great way to wrap up the meeting. Review the next steps and ask to schedule a follow-up meeting. I suggest 2-3 weeks later so that you have each had time to reflect on the conversation and are prepared to discuss implementation of the action plans.

Using these tips can help turn the discussion into one that is valuable and effective. Take the time to plan and prepare for your performance review. You need to be an active participant in navigating your career.

Effective Performance Reviews - Tips for Managers

Wed, 11 Jan 2012 18:56:00 GMT

Each year about this time employees participate in a Performance Review with their manager. The review is intended to provide the employee with feedback regarding their prior year’s performance against objectives. For many employees, the performance review is a conversation they dread. The main reason for this is that the employees’ expectations for the meeting are not met by their manager. Surprisingly, a large majority of managers are not well skilled nor are they comfortable with giving feedback and having effective performance discussions. This can have a significant impact on employee engagement and morale.

Use these tips to make the discussion as valuable as possible.

Be well prepared -managers should review notes from previous performance reviews and discussions, stakeholder feedback and employee self-assessments. Be prepared to provide specific examples regarding the employee's work activities.

Keep it private and positive - host the discussion in a quiet, private and comfortable environment. Keep a positive tone throughout the conversation using good eye contact and body language.

Make it a two-way conversation - focus on making the conversation interactive and ask for the employee's feedback. Manager's should not do all of the talking.

Focus on strengths and identify areas of growth and opportunity - research has shown that employees are more likely to improve in their areas of strengths. Focus 80% of the discussion on strengths and 20% on growth areas. Pick one or two areas that the employee can develop. Then, seek agreement from the employee.

Offer support and agree upon next steps - the employee needs your support and guidance. Ask them how you can help them be successful. Plan a follow up meeting for 2-3 weeks later and discuss implementation and execution in the upcoming year.

Performance reviews don't have to be dreaded or difficult. You can make it a positive experience for both you and the employee by planning ahead and being prepared.

Check back next week for Employee Tips.

Embracing Change in Today's Workplace

Wed, 04 Jan 2012 14:07:00 GMT

Happy New Year. It is 2012 and business leaders continue to face a more diverse, multigenerational workforce. This trend will continue for many more years so it is important to embrace these demographic changes and recognize the value they bring.

Generations really do not think the same way from one to the next. Each generation has a different set of expectations and preferences with regards to how they communicate, how they want to be managed, what they are looking for in their job and how they approach their work.

By now you have probably read something about the different generations. Perhaps you even attended a seminar or workshop. Fortunately, you can learn to leverage the strengths of each generation in your company to excel in business and exceed expectations.

Simply put, today's leaders will need to adapt to the multi-generational workforce. Rather than concentrating on problem areas, focusing on the unique strengths between the generations will allow you to connect with employees in an entirely new and productive way. As always, leaders need to respect all employees, providing everyone with equal opportunities and recognize both ability and accomplishment. Yet, leaders should be treating the generations differently. One of the primary tasks as a leader is to inspire and motivate the people who work for them. Their approach, communication style and personal interactions should flex depending on whom they are addressing.

Whether you are the CEO, an executive, a manager or a supervisor, you can utilize simple strategies to lead your multigenerational workforce. Here are the six strategies that I provide in my book GENerate Performance: Unleashing the Power of a Multigenerational Workforce.

Strategy #1: Celebrate Differences
Strategy #2: Invest Time
Strategy #3: Leverage Strengths
Strategy #4: Show Respect
Strategy #5: Pay Attention
Strategy #6: Embrace Change

These strategies are simple yet critical and often times overlooked. Try using them on a consistent basis and you will be amazed at the impact you can have on others.

The Case for Face-to-Face

Wed, 14 Dec 2011 12:20:00 GMT

As strong leaders in the workplace you need to be able to develop solid relationships with your team. Relationships breed trust and trust is a leaders stock in trade.You need to develop trust so your team will follow your lead.

In today's workplace we rely heavily on technology for communication.Technology plays an important role but it is not always the most efficient or effective way to communicate. Email correspondence is appropriate with employees for fast and easy conversation but it is not going build trust with your team. A poorly worded or wrongly interpreted email can cause a lot of wasted time and energy. The way to build real trust is through face-to-face conversation. Let me explain a bit further.

Email gives abridged information. We simply don't write the way we speak.In emails we shorten the information and highlight the important points, leaving out supporting data, explanations, examples and clarifications.The person receiving the information does not receive all the information he or she would have had from a verbal conversation.

Furthermore, verbal dialogue is stimulating because it is quick, intense and two-sided, feeding on the interactions between the parties involved.With email you cannot see the other person's facial expression or body language to know how they are responding to your communication. To lead effectively, you need to not only pay attention to what your employee is saying but also to what they are not saying.

Have an employee who works remotely? Try to have regular dialogue by phone and schedule time to meet face-to-face when possible. Use video conferencing or Skype as a method of communicating with remote employees. Take the time to build and maintain their trust.

If you have important information to convey, go see the person, video-conference or at the very least, pick up the phone. Be responsible to provide your team with all the information they need to do their jobs well. The bottom line is not to use email as an escape, but as a tool.Otherwise, take the time and effort necessary for face-to-face communication.

Finding Employees Strengths

Wed, 07 Dec 2011 00:50:00 GMT

The generations in today’s workplace are different and those differences can be a source of great opportunity. Leverage your team’s strengths by doing a careful examination of your team. To do so, use the following four steps:

Observe
Spend time personally observing your staff. Find out which types of projects your employees want to work. Discover where they are applying extra effort. Listen to the issues or topics they bring up. By observing them you may just discover their power and their passion.

Ask
Don’t try to guess a person’s strengths. Ask them what they perceive their own strengths to be and find out if they think those strengths are being fully utilized. In most circumstances, individuals know their own strengths better than anyone else.

Focus
Having discovered what each person’s strengths are, it is also vital to then focus on leveraging those strengths. Too often, managers focus on what they think employees should be doing better. You will never turn weaknesses into strengths so focusing on the strengths will inspire and motivate.

Identify
Find the projects, opportunities and assignments which utilize each person’s key strengths. Try to funnel work to your team based on the tasks which will leverage their passion and their power.

With these steps in mind, ask yourself if you know each of your employees’ strengths and how you can leverage the generational strengths on your team. Think about what opportunities you can create for your employees to exercise their power and their passion. If you do so, your team will be energized with excitement and engagement at every level. Innovation will flourish. Team dynamics will improve and productivity will soar.

Spend Time to Save Time

Wed, 30 Nov 2011 14:00:00 GMT

Do you want to know the one common effect of all company problems? Problems cost companies a most valuable commodity – time. When there is a misunderstanding, miscommunication or employee conflict, you lose time sorting out the issues. When a good employee leaves the company, you lose time hiring a new person and bringing them up to speed. When motivation and productivity slacks, you lose time trying to get your employees back on track.

Getting to know your employees on a personal level can prevent company problems from arising in the first place, saving you that valuable commodity of time.
So, how can you get some time back? Here are a few suggestions:

• Block out one hour each week to let your staff know that you are available to them. Use that hour to get in touch with your team, to talk to them on a personal level.

• Use team huddles. Gather your team for a set amount of time each week to share what projects they are working on and how the team can help each other achieve their goals.

• Solicit feedback from your team on a regular basis. Ask open-ended questions. Invite their inquiries and participation.

• Perform post-mortems on projects, especially those which experienced problems. Ask participants for their thoughts on how it went and develop a plan to avoid duplicating mistakes in the future.

Give these suggestions a try and you will experience more team unity and greater levels of engagement. You have to get to know your people. So, spend the time to save the time.

Recruiting Employees of Different Generations

Wed, 23 Nov 2011 14:54:00 GMT

Years ago, companies had a general script they used for recruiting purposes, to tell prospective employees why they should want to work for the company and the benefits that the company provided. In today’s workplace those scripts no longer work because each generation wants something different in an employer. Providing an identical script to everyone is certain to alienate someone.

In order to get great employees to value your company, vary your recruiting message to appeal to what each generation would find desirable in an employer.

Here are some tips for each generation:

Traditionalists value:
• Respect for experience
• Clear roles and responsibilities
• A reputable organization
• Organizational structure

Baby Boomers value:
• Ethical practices
• Leadership opportunities
• A warm, caring culture
• An emphasis on quality and means

Generation X values:
• Flexibility
• Opportunities to grow and develop
• Quality products or services
• Efficient processes
• Competent people

Generation Y values:
• Fun and flexibility
• Opportunities to continue learning
• Corporate responsibility
• Up-to-date technology
• Collaboration

Tailor your recruiting message to recognize what people value and how they express that value. When you can present a potential employee with what they value in a way that they will understand and receive they are all the more likely to select your company for their next opportunity.

Leadership is Knowing Your Employees

Wed, 16 Nov 2011 13:07:00 GMT

To put it simply, today’s leaders need to motivate their employees and change their styles to meet the needs of those employees. It may be a tall order, but it is vital to the success of the organization.

There is no shortcut to getting to know your employees and some leaders may find this uncomfortable. After all, it was not that long ago when managers were trained to keep their employees at arm’s length.

In today’s workplace, however, employees expect their managers to know about them on a personal level, to understand what motivates them at work. It is about relationship building.

You can begin by asking yourself how well you know your employees. Rate your knowledge of each person on a scale of one to five with one as not having a clue how the employee thinks and five being a clear understanding of what makes that person tick. Once you have completed that step, ask yourself what practical steps you can take to get to know the people who you rated on the lower end of the scale.

Strong leaders not only get to know their employees but they also do something about it. As a leader, you play the prime role in letting your employees know that they are cared for and supported. You are the person who is most responsible for creating a culture of engagement. Yes, your employees are responsible for their actions but they will take clues from you as a leader.

Each generation deals with authority quite differently. As you get to know the people in your office better, on a more personal level and become comfortable flexing your style, you will also be able to make excellent judgment calls on how to treat people whom you don’t know on the basis of that person’s generation.

So, get to know your employees, grasp how they think and work and act on their preferences. Soon you will notice a more unified, efficient and motivated team emerging.

Celebrating Difference in the Workplace

Wed, 09 Nov 2011 14:10:00 GMT

It can be easy to deny that there are differences in the workplace, to fall back on the old, “Everyone is exactly the same” philosophy. While that thought may provide some comfort, it is not the truth.

Leaders should begin by accepting the differences among their employees. Understanding those differences is equally important. Once you understand and accept differences, you can begin to celebrate them. By understanding, you will see how the generations support and reinforce one another. You will also discover how to utilize your generational resources to optimize your business.

Consider, for a moment, the people who you interact with on a daily basis, whether they are: your superiors, your peers, your direct reports or your customers. What generations are they from? Have you fallen into the trap of stereotyping them by their generation? What problems in your company, department or team might be the direct result of generational differences or stereotypes? What could you do instead to celebrate the differences among those who you interact with on a daily basis?

The role of a leader is to help employees grow, develop and succeed. Every person, regardless of his or her generation, wants to do a good job and has good intentions. Deep down, each person wants to know that their opinions are valued. They want proof that a leader is looking out for their best interests and they want to be rewarded for their efforts.

With a good understanding and appreciation of the generations in the workplace, the differences can be a huge plus for business.

Meet Generation Y

Wed, 02 Nov 2011 13:13:00 GMT

As the youngest generation in today’s workplace, Generation Y was born between 1981 and 2000. Generation Y is as large as the Baby Boomer generation, accounting for 75 million Americans today.

As children, Gen Y has been coveted by their parents, who made them the center of attention. Gen Y has grown up with a huge emphasis on personal safety. After all, this generation has seen the Columbine shooting, September 11th, Desert Storm, Megan’s Law and the Oklahoma City bombing.

Despite the call to stay safe, Gen Y has grown up as independent and creative, always seeking ways to further their personal development. Gen Y values a global perspective, social responsibility and does not hesitate to question the status quo. They are among the most well-educated generation to ever enter the workforce.

Once committed, Gen Y brings optimism, enthusiasm and technical savvy to the workplace. They are completely comfortable and embrace rapidly-changing technology. They may even resist workplace changes if they feel that there is a better way to leverage technology to achieve a goal.

Previous generations may find Gen Y’s confidence and mental processes uncomfortable, thinking that their minds often work as fast as their technological gadgets. Yet Generation Y has the ability to take incomplete data and bridge the gaps with intuitive leaps, often landing right on the mark.

Here are some tips for communicating with Generation Y:

• Take a positive, collaborative approach
• Ask for their ideas and input
• Avoid treating them as inexperienced or your children
• Utilize their technological savvy
• Agree upon next steps and follow up quickly
If you want excitement, energy and enthusiasm, you will get it from Generation Y! Gen Y’s have several strengths they can offer in today’s workplace. Show them they are respected and valued.

Meet Generation X

Wed, 26 Oct 2011 13:02:00 GMT

Generation X was born between 1965 and 1980. A population of 55 million, Generation X is a much smaller group than the Baby Boomer generation which came before them.

Gen Xers grew up in a time of economic insecurity, corporate layoffs and downsizing. They saw the fall of the Berlin Wall, the hostage crisis in Iran, the Gulf War and the rise of AIDS. They were often called the MTV Generation. They played Atari and were the first to move from typewriters to computers.

Gen X children were also the first generation to see the divorce of their own parents or their friends’ parents. Gen Xers are the first generation to be independent from a young age, often due to living in a single parent household or having two working parents.

As a result of their experience growing up, Gen Xers are independent in the workplace as well. While they are committed to doing a great job at work, they do not want to be micromanaged. They are creative yet strategic thinkers. They are more informal, more flexible and more computer savvy than the generations before them. Gen Xers are used to change so they tend to embrace it more easily.

Here are a few tips for communicating with Gen X:

• Be direct and straightforward:
• Show respect for their time; avoid too much small talk
• When presenting, start with the bottom line
• Tell them upfront what you need or expect from them
• Do your homework and be prepared to be challenged
• Determine the next steps prior to the meeting’s conclusion
• Ask for their preference on moving forward

Once Gen Xers understand the need for change and the reason behind it, they will be your number one driver of that change and be a prime resource in overcoming obstacles along the way.

Gen Xers have several strengths they can offer in today’s workplace. Show them they are respected and valued.

Meet the Baby Boomers

Wed, 02 Nov 2011 13:09:00 GMT

Every seven seconds a Baby Boomer turns 50 years old. There were 75.8 million Baby Boomers born between 1946 and 1964, representing 28% of the population of the United States.

The Baby Boomer generation grew up in the middle of the Civil Rights movement, Woodstock and the Vietnam War. They saw the assassination of Martin Luther King Jr. and President John F. Kennedy.

Baby Boomers have a strong work ethic, valuing both loyalty and dedication to their employer. However, Boomers are more likely than the Traditionalist generation before them to question authority or even to rebel against it if they feel a change is necessary.

The Boomer generation saw women entering the workforce, mostly in traditional jobs which allowed them to continue in their role of caring for the household.

In the workforce, Boomers are team players, relationship-driven and customer-focused. Because they are collaborative by nature, other generations might assume that Boomers drag their feet or have difficulty making independent decisions. However, Boomers just want to know all sides of the story and gather support before coming to a conclusion.

Here are some tips when communicating with Baby Boomers:

•   Make presentations conversational rather than a lecture

•   Link your service to the business mission and its impact on people

•   Allow plenty of time for discussion and questions

•   Solicit their input, ask for their opinions and suggestions

•   Use phone or email to set up meetings and to follow up

Baby Boomers want the opportunity to study all the facts ahead of changes in the workplace in order to garner their wholehearted support. A collaborative approach will help them work together to accomplish a common goal.

Baby Boomers have several strengths they can offer in today’s workplace. Show them they are respected and valued.

Meet the Traditionalists

Wed, 12 Oct 2011 14:55:00 GMT

Traditionalists, also known as the Silent or Veteran Generation, were born between 1910 and 1945. This is the generation who grew up during an extreme economic and political climate, experiencing World War I, the stock market crash, the Great Depression and World War II.

In the Traditionalist generation, men were typically the breadwinners while women generally stayed home to take care of the house and children. As a result of the happenings around them, Traditionalists developed a strong work ethic, a conservative outlook on life, a high respect for authority and a strong sense of duty and loyalty.

It should come as no surprise then that given the times and the values with which Traditionalists were raised, in the workforce they value a hierarchical structure, a clearly-defined chain of command and a formal work culture.

The younger generations sometimes view Traditionalists as inflexible. Yet Traditionalists often make great mentors because of their loyalty and their experience. Traditionalists bring time-tested principles to the table and can show the team how they apply in the current circumstances. Traditionalists are also data and detail oriented, methodical in their approach to attend to the details.

Here are a few tips for communicating with a Traditionalist:
• Be prepared and well organized
• Ask how they would prefer you follow-up after a meeting
• Send them handwritten notes
• Keep presentations more formal, limiting flash and music
• Avoid acronyms, slang and foul language

Remember that Traditionalists like to examine the facts for themselves and understand each line of reasoning in order to achieve the best results.

Traditionalists have several strengths they can offer in today’s workplace. Show them they are respected and valued.

6 Tips to Motivate and Inspire Your Staff

Wed, 02 Nov 2011 13:10:00 GMT

One of the primary tasks as a leader in the workplace is to inspire and motivate the people working for you. This means that you will need to partner actively with your employees and delegate responsibilities consistently. Here are six tips to keep your team inspired and motivated in their roles:

1. Be passionate. Your staff will always take their cues from you. If you are excited and enthusiastic, you will inspire your team to feel the same way. Always remember that as the leader you set the standard.

2. Keep their eyes on the prize. Clearly state and then reiterate the results you anticipate from your staff to consistently keep them motivated. Leverage each person’s strengths whenever possible.

3. Encourage a proper perspective. Celebrate small victories along the way while keeping them focused on the finish line. Always assume good intent and use verbal recognition to show your respect.

4. Build momentum for change when it is necessary. It’s easy to start strong and then start to see enthusiasm wane. To counter this, put a plan in place to realize the changes you want made and keep pushing each new phase forward to build and maintain momentum.

5. Match your walk to your talk. Too many times, companies declare a need for change but then take no active role in making it happen. Provide your staff with time, resources and feedback. Be fully committed. Be willing to learn and grow through the change.

6. Demonstrate respect for your staff. At our very core, we all want respect. Show your team that they are needed and valued. Solicit their input. Express to them that their concerns are heard and their recommendations welcome.

In the business world we live in today, employees are placing high demands on companies, particularly on leaders. As you implement these tips take notice of how productivity, retention, performance, teamwork and communication all dramatically improve.

R-E-S-P-E-C-T

Wed, 28 Sep 2011 13:35:00 GMT

Despite our differences as individuals, at our core we all want respect. In the workplace, respect begins the moment you walk into the office. As a leader, respect is shown through the attitude, approach and actions you take each hour of the work day.

So, what does respect in the workplace really mean? After surveying hundreds of people across all four of the generations we found that respect means different things to each of us.

Here are some ways we heard that respect can be demonstrated in the workplace:

- Respect means equality. Treat employees as equals and treat them professionally.

- Respect is the personal as well as the professional. Value employees as individuals. Respect their life circumstances outside of the office.

- Respect encompasses the entire company culture. Treat employees equally and fairly in every department of the organization. Create a culture of participation.

- Respect is reciprocal. Don’t assume that leaders deserve respect from their employees but not the other way around. Respect works both ways.

- Respect builds trust. Trust employees to do their job. Value their talents and need for autonomy.

- Respect involves recognition. Value your employees’ contributions. Give them the resources to do great work, and then show them they are appreciated.

- Respect means inclusion. Include employees in organizational strategies and meetings that may not be their exact area of expertise. Err on the side of being inclusive rather than exclusive.

- Respect yields openness to input. Don’t just encourage open communication. Utilize new ideas. Value employees suggestions and opinions.

- Respect results in empowerment. Give employees the support and resources to meet clearly defined expectations.

- Respect encourages professional growth. Appreciate your employees and continue to give them opportunities to advance in their career and personal development.

Lastly, be aware of the impact your attitude, approach and actions have on employees. As leaders, you have the power to energize employees with excitement and engagement by showing them the respect they want and deserve.