Building trusting relationships is one of the most important elements of being an effective leader. The good news is that turning around a low-trust environment isn’t rocket science. It starts with performance evaluation. If you are evaluating your people’s performance with a judgmental mindset, I guarantee you are eroding trust.
But if you partner with your people to set clear goals, and then provide day-to-day coaching to help them reach those goals, you’ll build high levels of trust—and that leads to higher morale, increased productivity, and improved engagement. And, as a leader, the constant communication you have with team members makes the performance evaluation part of your role much easier.
Remember, placing an emphasis on judging performance instead of coaching performance will create a low-trust environment. Setting clear goals and working side by side with your people to help them do their best will not only build trust and create effective teams, but also form the kind of working environment where people flourish.
Managers typically react to the performance of their direct reports with one of three responses: positive, negative, or no response at all. It isn’t hard to guess which one works best for increasing good performance—the positive response.
A person who does something correctly and receives a positive response will most likely continue to perform using that desired behavior in the future. By the same token, a person who receives a negative response for doing something wrong will most likely not repeat the behavior. So, in effect, even performance that gets a negative response can improve if the manager coaches the person and encourages them to improve.
The most dangerous response a leader can offer is no response at all. Think about it. If someone performs tasks and completes projects correctly and receives no response from their manager, how do you think they will perform in the future? The good performance might continue for awhile, but eventually it will decline. Why? Because no one seems to care.
What about the person who makes mistakes but is never corrected? It seems logical that if a person is left to fail again and again with no support or direction, their performance will get even worse. It is the leader’s responsibility to help everyone succeed. Ignoring bad behavior hurts not only the individual, but also their manager and the organization as a whole. It’s just bad business.
Even though leaders are busier than ever these days, most still notice when their people are doing great or when they need coaching. The big mistake happens when the manager doesn’t say it out loud. I often say “Good thoughts in your head, not delivered, mean squat!”
If you want your people to achieve and maintain high performance, let them know that you notice and care about the things they do right—and that you want to help them when they are off track. Share your thoughts. No one can read your mind.
Be consistent with your communication and you will build a consistently high performing team.
As a manager—or a parent, coach, or any other kind of leader—you want to get rid of bad behavior but keep the good person. To do this, you must give feedback frequently—this goes for catching people doing things right as well as noticing mistakes or poor performance. It makes no sense for a manager to store up observations of poor behavior and present them all at once at the end of a project or during a performance review. Not only would this be frustrating for the manager, it would also put the person receiving the feedback on the defensive.
Re-directing behavior as soon as possible allows the manager to deal with one behavior at a time. It also allows the other person to focus on constructive feedback and how to correct the problem, instead of being overwhelmed with information about numerous mistakes or misbehaviors that happened long ago.
For the manager, the most important part of the re-direct is remembering to build people up, not tear them down. Confirm the facts, review the goal, and explain specifically how the behavior didn’t support the goal. End the re-direct with a praising: this lets the person know they are better than their mistake. A re-direct should never be perceived as a personal attack. You want the person to be aware of and concerned about what they did, not feel mistreated.
Like all of the Three Secrets Spencer Johnson and I share in our book, The New One Minute Manager, the One Minute Re-Direct takes about a minute and can be a great learning moment for both the manager and the direct report. It allows them to refocus on the goal and work together to strategize how to align performance with the desired outcome. Working collaboratively also improves the relationship by building trust and improving communication.
One Minute Re-Directs are the perfect way to provide feedback and coach people to peak performance. Remember, the best minute of the day is the one you invest in your people.
One of the things people seem to be most interested in about The New One Minute Manager® is the modern version of the Third Secret: One Minute Re-Directs. Spencer Johnson and I realized that One Minute Reprimands worked years ago when you needed to change behavior in a command-and-control management environment, but today working side by side with people gets better results. When everyone is constantly learning and re-learning new skills The One Minute Re-Direct is more gentle and caring than a reprimand, and that’s what makes it so powerful.
My friend Erwin McManus has a wonderful saying: “Don’t let the truth run faster than love.” This applies so well when re-directing behavior. When someone makes a mistake you need to tell the truth so you can change the behavior—but make sure you do it in a caring way. Also assume the best intentions. The best way to do this is to talk to your direct report about what you observed to make sure their goals were clear to them at the time. If you both determine that the goals were clear, next check out the facts leading up to the re-direction to make sure you both agree on what happened. Discuss the impact of the behavior, and then reaffirm the person in a way that is meaningful. Let the person know they are better than their mistake and you have confidence and trust in them.
Garry Ridge, CEO of WD-40 Company, states it this way: “It’s important to maintain the balance between being tenderhearted and task oriented.” As a leader you must be able to re-direct behavior to keep people on the right track while also respecting their dignity. Remember—when you share feedback it is never about you or the other person; it is about the behavior. A leader’s job is to constantly help people be the best they can be.
I hope you find this information helpful the next time you need to re-direct someone’s behavior. You’ll encourage them to improve performance while letting them know how much you support their success.
To learn more about The New One Minute Manager, visit the book homepage where you can download the first chapter.
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.