Retail Observer

RETAILOBSERVER.COM AUGUST 2023 44 M y sister and her husband probably got married because she could talk about football, they had the same answer to the question "Mayonnaise or Miracle Whip?" and he could finish her movie dialogue sentence from the 80s film "Mister Mom": "You're doing it wrong! North to drop off, South to pick up!" (www.youtube.com/watch?v=I7ixBvVQHC0) When it comes to performance management, most of us are doing it wrong! If you're in a leadership role, then likely part of your job is to get things done through other people. Your team, your employees, and your colleagues are there to help you accomplish the goals you've set or that your organization has set for you. Early in my business career, I thought I wanted to build a big team to expand my reach and impact. One of my trusted colleagues said, "This will change everything about how you do your work," and I thought: "What's the big deal?" Managing the performance of others is a big deal. Sometimes it seems really simple, and sometimes it feels incredibly complicated. One thing new supervisors often underestimate is that it's an ongoing conversation and relationship. You don't just give orders, expect people to carry them out, and sit back and watch. All relationships need tending, and performance relationships often need coaching, mentoring, and managing. First, it's helpful to have a framework within which to think about performance and how to truly set people up for success. THERE ARE SIX KEYS TO MANAGING PERFORMANCE: 1. Hire For Talent. The most proactive thing you can do to make performance consistent and good is to hire the right person for the job! 2. Set Clear Expectations. Every single person in every single job needs clearly written performance expectations (not a job description, which is used to recruit) that let them know what doing a good job looks like and how they'll be evaluated. 3. Teach to Ableness. Provide different types of development: training, resources, coaching, on-the-job, virtual, etc., so that the skills are supported and reinforced. Even if someone has done the job somewhere else, it doesn't mean they've worked for you, your team, or your company. 4. Provide Regular, Small-Dose Feedback. You cannot manage performance with an annual review. You cannot manage performance with an "open-door policy." People need to have regular, small conversations that let them know how things are going well and where they need to improve. They also need to self-assess so they can adjust and calibrate their own performance. 5. Remove Obstacles. Don't waste precious time trying to motivate people. They motivate themselves when obstacles to motivation are removed. Your job is to set clear expectations, provide support, and remove the things that get in the way of success. 6. Develop Your People. People want and need to learn and grow, and performance remains consistent and improving when we are developing our team. It also encourages loyalty and commitment because people feel like we are investing in them and their careers. For starters, assess yourself by considering the six keys above. How would you rate yourself? 3: I do a really good job with this! 2: I'm pretty good at this, but I could use improvement or better consistency. 1: I'm really not doing this, or I'm not great at it. Building on your strengths and identifying your challenges can help you assess the gaps in your performance management practices. Next month, we'll dive a little deeper into the truth about the most important things you can do to improve performance now! PERFORMANCE: YOU'RE DOING IT WRONG Telling All the Truth Series Libby Wagner Culture Coach Libby Wagner, author of The Influencing Option: The Art of Building a Profit Culture in Business, works with clients to help them create and sustain Profit Cultures www.libbywagner.com RO

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