Accountability and Tracking Employee Performance

Are you measuring what matters most?

Does “what we tolerate become policy” sound familiar?

 

Greg Bustin, Dallas based Vistage speaker was in Austin yesterday and breaks it down into 5 leadership behaviors.

  1. Clear common goals – This is where we are and this is where we want to go. Gathering your team together and ask yourselves “Why are we here?” and “What is our purpose besides money?” Have some fun, get buy in and pass out small post-it pads and have your leadership team spend 30 minutes seeing how many post-its they can post on the wall under these two headings.
  2. Clear deadlines – What is our response going to be for underperforming? Is your vision well defined, your values? Are your “Rules for Engagement” in writing? Over achievers want to know what is expected of them, how am I doing, and what gets rewarded gets done cheerfully. Make tracking visable because great people want to see progress.
  3. Clear Roles – What is it about our organization that prevents us from being our best? Bustin hit hard that clarity creates confidence. What are the expected behavior, activity and performance in each role within your company.
  4. Mutual Respect – your stated company culture and core values needs to have this component for both your employees and how you will treat each other as well as your customer expectations. Does your reputation inside your company match your reputation outside?
  5. Have fun – based on the above are you celebrating your successes, measuring the right indicators and holding your people accountable.

My members have defined their competitive advantage with meaningful, memorable and measureable stated individual, team, department, division and company goals. If you can’t measure it, you need to drop it from your key performance indicators.

 

Ed Stillman

VistageAustin

Ed.stillman@vistagechair.com

Published by edstillman

I grew up in Carlsbad, north San Diego County, lost my dad as a teenager, went into the USAF for four years and hired on with 3M in 1969. Received my AA from Santa Barbara City College, BA and Masters from Redlands University and after 33 plus years, I retired from 3M in 2002. As I look back on my life, I have been creating myself and developing my skill sets to be a business coach and a Vistage Chair. I am president of SEOT, a "personal improvement" consulting firm spending most of my time working with Central Texas executives running small to medium size for-profit companies who are focusing on improving their profitability greater than their competition. My area of interest is assisting senior executives in creating a better balance between business commitments and personal relationships. I also facilatate three leadership labs each consisting of a dozen owners, presidents and CEOs. We meet monthly both in a group setting as well as in a 1-to-1 coaching session. Our focus is to sharpen each others' skills in becoming better leaders, making better decisions and taking ourselves and companies to that next level. Who are we? My members are experienced top executives who recognize that they don’t have all the answers and who actively seek the company of successful peers—both to give and receive insights and ideas. My members mine the 200 plus years of chief executive experience that comes together in our monthly meetings and members are eager to offer their own experience and insights in the process. As a group, we spend our time exploring topics members can't discuss anywhere else. My members have many other places where they can engage in idle, "cocktail party" chatter. Our mission is to provide the setting for discussing the "undiscussable." Where or who can you go to for confidential, honest feedback to assist you in minimizing your personal "Worry List"?

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