There is a great saying that "where the heart is willing, it will find a thousand ways; but where the heart is weak, it will find a thousand excuses." A company whose values statement to become excuse - free is not integrated into its organization, processes and people is like one team in a tug - of - war match in which each person on the team is tugging in a different direction. The team is not pulling together. Any competitor with a more coordinated effort will almost surely win.
In distinction, the company that integrates the goal to become excuse - free into its entire system will work as a unit and overpower any company that pays little attention to this issue. Here are some of the great wisdoms and ideas in getting your people to actually achieve excuse - free behavior;
1. MOTIVATION - Motivating people in the workplace today means getting them to buy - in to change by helping them see what value the change has for them as individuals.
2. ESTABLISHMENT OF ACCOUNTABILITIES AND KEY PERFORMANCE INDICATORS - Generally, people are starting to understand the importance of defining three to five key indicators for the company. What has not yet been accomplished is applying the same concept to each employee. The goal is to have three to five key indicators for each employee that serve as his or her accountabilities. Companies that begin to tie their employees' accountabilities and key indicators into employee behavior will discover two distinct benefits. They will be changing employee behavior, which is the goal of accountabilities in the first place. And they will not limit employee performance by putting a ceiling on whatever the task at hand is, as tends to happen when they measure accountabilities by task accomplishment. Instead, workers will have the flexibility to adapt as needed, as long as the emphasis is on their excuse - free behavior.
3. BENCHMARKING - If you want to improve something, you must measure it. What benchmarking does is set a methodology for measuring the progress of any change effort you wish to undertake. To know whether or not the factors for which a person is held accountable have been achieved, you must periodically measure those factors. Otherwise, you leave too much to subjective interpretation. And this becomes a breeding ground for conflict, passing of responsibilities, projection of blame and all the other excuse - related behaviors.
4. COACHING - Finding the time to properly coach individuals is a very difficult challenge for managers today, given the flattening of management structures and increase in the ratio of employees to managers. Part of the reason for the difficulty, however, is that coaching sessions are too often based on "telling" rather than on facilitating. The point of coaching is not to have a two - hours sit - down every week so that the manager can tell the employee what to do. Instead, an employee should learn how to coach himself or herself under the mentorship of his or her manager.
5. RECOGNITION - When a company succeeds in implementing excuse - free behavior, a celebration is clearly in order. Keeping in mind that the celebration may have to be individually tailored, let us not forget that implementation without some type of reward is like winning an Olympic marathon and not getting a gold medal.
In the end, the power to implement excuse - free behavior rests with the employees and not with management. The goal of everyone in any organization should be empower employees in that organization. That goal can be reached through excuse - free behavior.
An associate of http://www.u-gotcash.com
Article Source: http://EzineArticles.com/?expert=Christopher_Panlaqui
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