Ensuring Peak Workplace Performance

In the fast paced, change oriented business environment we live in, improvement of workplace performance must be an ever present priority, if business organizations are to thrive and survive.

In this environment, work teams have become more common, and it becomes increasingly important for each player to perform to his/her optimum.

In addition, the manager (or team leader) must assume the responsibility for:

  1. staging, or managing, the success of the subordinate, and
  2. that the coaching function should be on an ongoing basis,

 

Before any process is started, remember that this is the age of relationships. If a manager is not connecting with a member of his/her team, no trust can be established, and if there is no trust – productivity suffers, and profits are likely to disappear.

The effective manager will know the leader’s style, and how best to communicate with him/her before the initial sessions.

To maximize the beneficial results of this ongoing dialogue, the process followed should be similar to that outlined in the diagram below.

work Team 110216 crpd1 300x148 Ensuring Peak Workplace Performance

While the performance interview would remain, on an annual, or some other regular interval, the dialogue between the manager and the subordinate would be continuous

  1. At the performance review session, goals would be formulated and shared.  If the 363 for Leaders was used, a coaching supplement can be obtained which provides further information based on the assessment and the Leader’s DiSC® style.
  2. Following this session, progress toward the identified goals would be tracked and shared.
  3. Feedback from both parties (or on a broader basis) would be sought and shared.
  4. This feedback would be reviewed and analyzed, by both manager and subordinate;  and the results would form the basis for the discussion at a performance review meeting, plus any additional feedback needed or desired.

This process would involve active participation by both parties to the review and would ensure that the best interests of all concerned would be realized.

“Feedback may be the breakfast of champions”, but learning how to receive feedback, without blame or excuses, is an acquired skill. But once mastered, you can become a peak performing, high achieving, self-actualized human being.

And now, if this article was of interest to you, you can get further information on 360 Feedback, and 363 for Leaders, by visiting http://www.360feedbackandmore.com

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