| One of the most difficult and emotionally draining | | | | performance. Is your employee afraid to let you |
| situations you face as business owners or | | | | know that she doesn't have the knowledge, tools |
| executives is employees not meeting your | | | | or information she needs? This can be a |
| expectations. How can you handle it if they are | | | | tremendous time waster. Make sure you're |
| not keeping up their end of the employee | | | | approachable and then provide the training needed. |
| contract? | | | | Only training can close this part of the |
| Begin by taking a look at your team. Do you have | | | | performance gap. |
| the right people? Before you hire someone, think | | | | 3) Get to know your employees well. |
| about the culture of your company, the team | | | | Know their particular skills, talents and needs. |
| that you already have in place and your particular | | | | Know their strengths and development |
| style of management. If you have a very | | | | opportunities. Frequent meetings make it much |
| structured environment, then you'll want to hire | | | | easier to confront the employee with the gap |
| people who can fit in to your more disciplined | | | | between her performance and your expectations. |
| atmosphere. If you have a very entrepreneurial | | | | Keep the communication lines open and be candid. |
| company then you'll want people who are more | | | | If they aren't on the right path, it's important to |
| independent. If you have talented people that fit | | | | communicate that in a timely manner. |
| your company culture, there'll be less of a gap | | | | 4) Concentrate on the future. |
| between your expectations and their | | | | Once you and your employee have identified the |
| performance. | | | | gap, and you both understand the reason it |
| Now that you know you have the right people | | | | occurred:a) Ask how she plans to accomplish her |
| and you want to narrow the gap between | | | | objectives.b) Ask her what she needs from |
| expectations and performance, here are four | | | | you.c) Instruct her to set up a progress check. |
| suggestions: | | | | This process will lead to her being more invested |
| 1) Be clear about your expectations. | | | | in the results and realizing her own strengths. |
| Do your employees know what is expected? | | | | Wait.....there's just one more thing. What if you're |
| Have you fully acquainted them with your vision | | | | reading this and you work for a manager who is |
| and desired outcome? Don't assume they know | | | | still a "work in progress"? What can you do?oAsk |
| what it is. Communicate clearly. Once the | | | | for more frequent meetings;oInform your |
| employees knows what the vision is and you've | | | | manager of what you think your obstacles might |
| been clear about your expectations, then let them | | | | be.oInform your manager about your needs for |
| take responsibility for achieving the goals. Your | | | | mentoring or training.oInform your manager of |
| responsibility is to keep everyone's focus on | | | | your ideas for success. |
| performance, but don't expect them to do it your | | | | None of this is easy; being a good manager and a |
| way. | | | | good employee is hard. |
| 2) Make sure they have the tools and information | | | | The road to making it easier is paved with both |
| they need. | | | | good intentions and good follow through. |
| This is usually the most clear-cut reason for poor | | | | |