People who produce good results.--Feel Good About Themselves.
Most companies spend all their time looking for another management concept and very little time following up the one they have just taught their managers.
Just like people who try a new fad diet, they try something for a couple of months give up and then wonder why it doesn't work.
ABC's of management:
A = Activators
B = Behaviour
C = Consequences
Activators are those things that have to be done by a manager before someone can be expected to accomplish a goal.
Behaviour is what a person says or does.
Consequences are what a manager does after someone accomplishes or attempts to accomplish a goal.
One minute management is a positive approach to managing people.
One of the problems is that many managers seem to praise or reprimand their staff depending on how they themselves feel on any given day, regardless of anyone's performance. If they are feeling good, they pat everyone on the back, and if they are in a bad mood, they yell at everyone.
When to reset goals and when to reprimand:
If a person:
CAN'T DO something-->Go back to goal setting. (A training problem).
WON'T DO something-->Reprimand (An attitude problem).
|What it means||What a manager does before performance||Performance: What someone says or does.||What a manager does after performance.|
One Minute Goal Setting
One Minute Praising
One Minute Reprimand
5 Steps to training a learner to be a good performer:
- Tell what to do
- Show how to do
- Let person try
- Observe performance
- Praise progress or redirect
Only positive consequences encourage good future performance.
Most managers attitude seems to be: when people perform well, do nothing. When people make a mistake, complain. The old "leave-alone-rebuke" technique'.
Most people think activators have a greater influence yet only 15-25% of performance comes from activators while 75-85% comes from consequences like praisings and reprimands. (Note: Pareto principle at work again.)
Goal setting without any managing of consequences, will only get things started and bring short term success for a manager.
As a manager the important thing is not what happens when you are there but what happens when you are not there.
You don't reprimand a learner. You reprimand only when you know the person can do better. When you leave your staff after a reprimand, you want them to be thinking about what they did wrong, not about the way you treated them.
When you end a reprimand with a praising, people think about their behaviour, not your behaviour.
Rule of reprimand: You only have 30 seconds to share your feelings.
If you're reprimand is interrupted, stop what you are saying and make it clear to that person that it is not a discussion. "I am sharing my feelings about what you did wrong, and if you want to discuss it later, I will. But right now this is not a two-way discussion. I am telling you how I feel."
Do not begin with praise, then reprimand, then praise again. (I.e. the "sandwich method.") Because when you go to see a person just to praise him, he will not hear your praising because he will be wondering when the other shoe will drop.
Pinpoint is a process of defining key performance areas for people in observable measurable terms. (In essence, one-minute goals)
Record. You want to be able to measure present performance and keep track of progress in that area. You are able to make sure the problem is real and not "just a feeling".
Involve. Share feedback without judgment and in a spirit of learning. Feedback is the breakfast of champions. Also, involve him in establishing activators. One minute management doesn't work unless you share it with your staff. Also decide what are the positive consequences when goals are achieved.
Coach. Observe performance and manage consequences.
Evaluate. Track performance progress and determine future strategies. Evaluate performance for periods of no longer than 6 weeks. (Whereas, other organizations do quarterly, or yearly evaluations).
Achieving good performance for most people is a journey--not a destination.
We mean them no harm.--Make sure this message gets to your subordinates.
"...a manager is not just to sit back, cross arms, look stern and evaluate. It's to roll up sleeves and be responsive to people and what they need to perform well."
It's more constructive for people to compete against a performance standard than against one another.