Issue 17 · February 2010

A personal message from Joan

Welcome to the February edition of my newsletter. Exciting times here at 10MMT – we've now ‘gone global’. Well okay, not quite, but we have taken our first order from overseas – Miami – so the toolkit has travelled ‘over the pond’ at least!

One of the key reasons for developing the toolkit was to enable managers who couldn't attend one of my management training courses to get access to the tools and techniques I've spent the last 10 years and more developing. To know my training has now reached at least some of those people is just great.

In this month's main article I've written about how to motivate managers to manage performance. I know that many of you either have responsibility for managing managers, team leaders and supervisors, or for helping them develop their management effectiveness so I hope you find this useful.

Just before we go there, a quick word on videos.

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Using videos in self-managed learning, in-house training and (even) management coaching

We've been getting some great response to our marketing of the 10MMT and also some feedback that a significant number of people would like guidance on the practical use of the 10MMT video workshops. I’ve now written a number of ‘Fact Sheets’ to address this feedback. Rather than use up the newsletter space here you can read these as a series of blog posts or by emailing me at joan@10mmt.com for pdf versions.

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5 ways to motivate your managers to manage performance

I’ve worked with hundreds of managers, including team leaders and supervisors, and many of those managers were, by their own admission, reluctant to manage. Of course on a day by day basis they do manage people – they answer questions, allocate work, go to management meetings, and hold some team briefings. But what they often don't do is apply a focused and structured approach to motivating their staff to high performance by managing their performance.

In theory, managers know they should be managing performance, that they should be agreeing objectives, monitoring and reviewing performance and using the review or appraisal system. They know they should be having dynamic discussions with their staff about their performance. But clearly there's an obvious difference between knowing you should do something and actually doing it. And when managers don't manage, the business suffers and so do their staff. So what’s the answer?

Here are five ways to motivate your managers to manage performance:

1. Help managers to understand why performance management is important to the business

Do your managers need help in understanding the value of managing performance? Do they need to understand why effective performance management is a critical commercial issue and how effective performance management impacts business success? If you can help your managers to understand the importance to the business they then gain the confidence that there will be some real business benefit derived from their efforts. And then they see the point.

2. Help managers understand why performance management is important to their staff

Do your managers know that research shows that what people seem to want, and want quite badly, is to be well managed? That they want clarity on what is expected of them and feedback which is motivational? Much of what ‘well managed’ means is effective performance management. The manager's role in the satisfaction and the engagement of their staff can’t be overstated but often needs to be explained.

3. Help managers to embrace their right to manage performance

Frequently the managers I work with seem to feel the need to gain permission to undertake probably the most important part of their role – managing performance. They clearly know there are expectations of them as managers but they don’t feel they have somehow earned the right to manage. Do your managers need to understand the rights they have to manage? Do they know what those rights look like in practice?

4. Give managers the tools and techniques they need to manage performance

Do your managers have access to a range of tools and techniques which can make the seemingly complex much, much simpler? How can we expect managers to know, for example, that there is a simple way to give feedback about even the most ‘difficult’ performance issue so that the issue can be understood and accepted by the staff member? Managers just do not have the time to work these processes out for themselves so they either waste a lot of time (and staff good will) on ‘trial and error’ or they just give up.

5. Ensure that managing performance is a top priority for your managers

Do managers have ‘managing performance’ listed in their job description, their job objectives or anywhere else? I have heard hundreds of managers tell me that there is nothing written down or agreed that describes their responsibilities as a performance manager. So why would a manager dedicate time and effort to an activity for which they are not held accountable, for which there is no reward, which appears to be just about the lowest priority of the business? How can organisations expect their managers to undertake the complex work of managing their staff’s performance if:

1. The manager does not know what being an effective performance manager looks like in practice in their organisation
2. The manager is not held accountable for the effective performance management of their staff – it is not seen as an integral part of their job but something to be done when all of the ‘real work’ has been completed
3. They are not acknowledged or rewarded for effective performance management?

In summary

It’s all about developing the ‘will’ and the ‘skill’. Helping managers to understand the importance of effective performance management in motivating their staff to high performance, helping them develop the skills and then holding them accountable for applying those skills in practice.

Joan recommends

Motivating your staff by monitoring and reviewing performance

When managers use a planned, structured approach to monitoring performance they gather the information they need to give feedback which is accurate, objective and balanced – the type of feedback that staff members tell us they want more of, because they find it constructive and motivational, and which improves performance.

Reviewing performance – having a focussed, in-depth discussion with the staff member – provides a platform from which to address a whole range of motivational needs including:

1. The staff member's self-assessment
2. Giving and receiving feedback
3. Identifying development needs
4. Discussing job satisfaction

Done well, a performance review (or appraisal) meeting has the potential to have a significantly positive effect on the staff member's motivation and performance.

Using step by step, proven, practical models plus exercises, examples and demonstration I guide the manager through the process of:

• Identifying how to monitor performance and how to gain their staff members involvement in monitoring their own performance
• How to prepare for the performance review meeting and how to help the staff member prepare
• How to hold a motivational performance review meeting

All in easy to learn, easy to apply 10 minute sessions.

Why not watch a session?

Watch Session Three: How to hold a performance review meeting

Order online now or by calling 0208 878 8993.

Very best wishes,
Joan

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Joan is the author and presenter of the 10 minute management toolkit. Her monthly newsletter is full of tips, hints and ideas on how managers can learn how to motivate their staff to high performance.

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