Many of you are finishing up year-end performance reviews and working with your team members to set goals for the coming year. But have you thought about how you’re going to help your staff keep working on target toward those goals? The key is to provide consistent feedback on their performance along the way.
I first heard the phrase feedback is the breakfast of champions from a former colleague, Rick Tate. He explained it in sports terms. Can you imagine training for the Olympics with no one telling you how fast you ran or how high you jumped? That idea seems ludicrous, yet many people operate in a vacuum in organizations, not knowing how well they are doing on any given task.
Too often managers save up negative feedback and unload it all at once over a minor incident or during a performance review. Even worse, others misrepresent the performance review and act as if everything is okay when it really isn’t. Both situations are dangerous. When people are attacked or not dealt with truthfully, they lose respect for their manager and their organization as well as pride in their own work.
Truthful, timely feedback is important to people. We all want to know how well we are doing whether that comes in the form of praise for a job well done, coaching to improve performance, or even redirection if necessary. I firmly believe that providing clear feedback on a regular basis is the most cost-effective strategy for improving performance and instilling satisfaction. It can be done quickly, it costs nothing, and it can turn performance around fast.
I believe the key to developing employees and building a great organization is to wander around and catch people doing things right. This is a powerful management concept that isn’t used as often as it should be. Unfortunately, most leaders tend to focus on the things that are being done wrong so they can fix them.
The best way to start this habit is to take an hour out of your week to just walk around and observe what goes on in your organization. I know you’ll see several examples of people who are doing the right thing: conducting business with corporate values in mind. When you see this happening, praise the individual.
Remember, though—effective praising has to be specific. Just walking around saying “thanks for everything” is meaningless. If you say “great job” to a poor performer and the same thing to a good performer, you’ll sound ridiculous to the poor performer and you’ll demotivate the good performer.
For example, in a retail environment you might see an employee walk with a customer to a different location in the store in order to show the customer where to find a certain item. An effective praising would sound like this: “Mary, I noticed just now how you put the customer first by taking her to the merchandise she was looking for instead of just pointing in the general direction. That is an excellent example of living by our values. Keep it up.”
This principle can also help relationships flourish at home. If your school-aged child makes his bed or does his homework without being asked, let him know right away that you notice and appreciate his efforts. Be timely and specific with your praise.
Catching people doing things right provides satisfaction and motivates good performance. So remember: give praise immediately, make it specific, and encourage the person to keep up the good work. It’s a great way to interact with and affirm the people in your life—and it will make you feel good about yourself too.
This is the season when many companies begin to prioritize strategies for the coming year. Those strategic plans usually involve setting goals for departments as well as individuals. But how much time do you really spend defining clear, measurable goals? Most leaders agree with the importance of setting goals, but many don’t take the time to work with their people to clearly develop goals and write them down. As a result, people tend to get caught in what I call an “activity trap” where they are busy working on projects—but not necessarily the most important projects.
We’ve all heard the term SMART goals. Let’s take a closer look at each of the elements in the SMART acronym, which we define as:
S = specific
M = motivating
A = attainable
R = relevant
T = trackable
Here’s the twist: I’m going to ask you to think of this familiar acronym in a new way—as STRAM. Why STRAM? Because the most effective way to write a goal statement is to start with the Specific and Trackable elements first.
- The leader should describe the Specific goal and when or how often it needs to be accomplished.
- Now the leader needs to make sure the goal is Trackable. How will progress or performance be tracked or measured?
To give you an example, take a look at these two similar goal statements.
- Produce monthly financial reports.
- Submit accurate and timely financial reports on a bimonthly basis for the next 12 months as measured by end user feedback.
Which of these is the SMART goal? The second one. Why? The first is a goal statement, but it isn’t specific or trackable. The second goal statement provides precise outcomes for accurate and timely financials on a bimonthly basis. And the results will be measured by end user reports. So the second goal is specific and trackable.
Once the S and T are in place, the leader and team member can review the other three elements—Relevant, Attainable and Motivating—to check if the goal is truly SMART.
- The leader has the responsibility for making the goal Relevant by ensuring the goal is important and that accomplishing the goal will make a difference to the organization.
- The leader and team member work together to make sure the goal is Attainable. It must be realistic and achievable. When a goal is too difficult to accomplish, people may give up—but when it is too easy, people tend to procrastinate.
- Ultimately, each team member determines for themselves if the goal is Motivating by considering if it is exciting and meaningful. Will it drain energy from their work experience or add enjoyment? Will the goal help build competence, relationships, or autonomy?
If you take some time up front to write SMART goals, your team will be able to focus on the most important projects that will support not only organizational goals but also each team member’s personal needs. This will create an energized and motivating work environment that supports both great results and human satisfaction—a winning combination for success.
Last week I had the chance to spend time with my old friend John Calipari, coach of the University of Kentucky basketball team. I met “Coach Cal” more than 35 years ago at the University of Massachusetts when he was on the coaching staff and I was a faculty member. Through the years, our careers have both been focused on leadership skills—mine emphasizing the development of business leaders and Cal’s concentrating on leading young athletes.
I believe that people want to grow and develop, and that the job of a great leader is to bring out the magnificence in people. I can’t think of a better example of this than Cal.
As I watched Cal working with his team, I asked him about his vision for them. He said, “We’re in the life skills business. We just happen to play basketball.” What a wonderful perspective. As a true servant leader, he wants to prepare these kids for life and help them accomplish their dreams. He realizes that leadership isn’t about him; it’s about the team he serves. In his book Players First: Coaching from the Inside Out, he challenges players to be the best they can be and to help bring out the best in their teammates.
Calipari has led his team to the elusive Final Four tournament three times in the past four years. They won it all in 2012. When asked about that NCAA Championship, he replied, “It isn’t about me. It’s about these 13 players.” He truly trusts that each player has a special skill, talent, or strength and that his job is to help each individual develop to his highest level.
Although Coach Cal starts out with a new team every season and works within a specific time frame, he uses the same skills to build team after successful team. Business leaders can learn a lot from Calipari’s leadership style. All leaders should spend time with their direct reports to understand their individual strengths, help each of them realize their brilliance, and bring out their magnificence. It’s an investment that serves the individual, the leader, and the organization.
I’ve enjoyed telling you about the elements of the SERVE model from the first book I wrote with Mark Miller, The Secret: What Great Leaders Know and Do. Before I explain the final element, let’s review the first four, which I’ve shared over the past several weeks.
The S in the SERVE model stands for See the Future and points out the importance of having a compelling vision for the future. The first E in the model stands for Engage and Develop Others and focuses on hiring the right people for the right roles and investing in their development. The R stands for Reinvent Continuously and refers to personal reinvention, system and process reinvention, and structural reinvention. And the V in the SERVE model stands for Value Results and Relationships. For many years, leaders thought they had to choose between people and results, but in fact both elements are critical for long-term success.
The final E in the SERVE model stands for Embody the Values. Effective leadership is built on trust. Although there are many ways to build trust, I believe the easiest way is to live consistently by your values. Leaders must establish, articulate, and enforce the core values of their organization. More important, they must model the behaviors that support the values. For example, let’s say being customer focused is your number one value. If you make decisions and take actions that negatively impact the customer experience, you are not embodying that value. This gives people a reason not to trust you, which negatively impacts your effectiveness as a leader. If your decisions and actions always place the customer experience first, you’ll not only honor the values but also build trust with your team.
Remember to walk your talk to build and maintain the trust of your people. When you embody the values, you help shape the organization’s culture. When you don’t, you can damage your own leadership—and the organization.
Are you ready to start working on ways to Embody the Values? Ask yourself these questions:
- How can I integrate our core organizational values into the way my team operates?
- What are some ways I can communicate our values to my team over the next thirty days?
- How can I create greater personal alignment with our values on a daily basis?
- How can I recognize and reward people who actively embody the values?
Establishing a leadership culture in an organization takes time and involves continuous, focused work. It starts by establishing an agreed upon leadership point of view. The elements of the SERVE model are a great place for that conversation to begin. Teach the common point of view to all current and emerging leaders. Practice it. Measure it. And model it. And remember—a servant leadership culture begins with you. Good luck on your journey, and let me hear about your progress!