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Finding Clarity After Business Disruption

Finding Clarity After Business Disruption

Finding Clarity After Business Disruption

Organizations face business disruptions on a regular basis. These disruptions commonly occur in the form of mergers, acquisitions, and organizational restructuring. Sometimes they occur as a result of a natural disaster, or even a global pandemic. The key to rebounding from a business disruption is having skilled leaders who can effectively shine a light on expectations.    

The first thing leaders discover during any business disruption is that their employees crave an insatiable thirst for information. They want to know that what they’ve been told is still current and accurate. They want you to know that not knowing is stressful. Above all, they want to know the performance expectations during and after the disruption. 

As managers, you have the responsibility of guiding team members through a disruption with positivity for growth and development of skills like resiliency and resourcefulness. Your priority role through the disruption is to return your team to peak productivity and performance as quickly as possible. 

Transitioning from a state of business disruption to a state of productivity and performance can be achieved with best practices for Clarifying Expectations:

One-on-One Touchbase conversations. Workforce surveys consistently say that employs value time with their manager as the most important factor in their performance and engagement. Consistency of these conversations must continue through a business disruption. Managers need to be ready and willing to field tough questions in times of increased worry, stress, anxiety.

Performance priorities and goals. Employees tend to rally during a disruption that is communicated effectively. However, if the duration of the disruption extends beyond anticipated duration, without clarification of priorities, employee engagement and performance will suffer. Short-term performance priorities and goals are recommended, updated regularly at team meetings. 

Team inclusion in solutions. Open dialogues about challenges and impacts of the business disruption become a tool for engaging employees in being a part of the organization’s success story. A team brainstorms should follow the productivity model of a) identifying opportunities, b) prioritizing solutions, c) creating an action plan. Including employees when preparing for the next business disruption is essential. Employees feel valued when they are utilized in crafting strategies and solutions to return to productivity and performance after a business disruption. 

Clearly, one of the most valuable outcomes of any business disruption is discovering talent on your team who demonstrates remarkable resiliency in times of stress. Future leaders emerge. A pleasant surprise for many organizations during business disruption; employees step up to encourage others and focus teams on service over stress.

We encourage managers to embrace the role of lighting the path that helps employees stay focused on growth and development. Something that only a business disruption uniquely creates.

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com

Stretch More, Achieve More

Stretch More, Achieve More

Stretch More, Achieve More

The difference between wanting more and doing more to get more becomes the fuel toward any development goal. In business, the effort is known as turning up the heat on increased productivity and performance, and it comes down to types of motivation and skills of motivators.

One of the most important tasks for managers is learning what motivates individuals on their team. More experienced managers know that different types of motivation work for some individuals, but not others. In the same way, one motivation could be a successful influence once, but then an irrelevant motivator later.

Good managers dedicate time to conversations for motivation effectiveness. Great managers always have a motivation heat source ready to charge employee productivity and performance.

Review these industry-leading best practices for coaching and motivating employees:

  1. Praising their effort. Research studies show that employees rank praise from their manager as the number one motivator of their performance and engagement. Be sure you know if your employee prefers public or private praise.
  2. Dedicating your time. After praise and recognition, employees cite time with their manager as the next leading motivator. A weekly face to face conversation with employees is recommended.
  3. Developing their skills. Opportunities to showcase skills can be found in small project ownership or research assistance initiatives.
  4. Championing rewards. While money motivates a vast majority of employees, research shows that this particular motivation is short-lived. Managers should always balance financial rewards with other rewards.

In preparation of your next goal-setting discussion, consider staging the conversation around how better teaming can help fuel engagement and growth in your organization.

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com

Teams & Teambuilding

Teams & Teambuilding

Teams & Teambuilding

Every leader in business is looking for the secret to relationship success. The unique dynamics of individuals within a team can be the single most time-consuming part of a manager’s job. Skilled managers use a variety of tools to uncover just the right the level of interaction a team of individuals needs to be their best selves, and best team. 

Yes, fun team-building events set a stage for employee interaction outside of the day to day workplace. Unfortunately, they can fall short of their goal for improved business teaming because forced, casual socializing may or may not appeal to everyone.  

For sustainable success in building positive and productive teams, smart organizations choose manager development over team-building events. Training that leads to managers becoming mastery-level coaches are ones who discover the importance and impact of their role on individuals for team performance.

Beyond knowing unique talent and skills of each individual contributor, a master coach knows what motivates each team member. How skilled are your managers with coaching individuals to excel as part of a team?

Rank your managers’ knowledge and skills with these critical management activities:

Clarifying Expectations. Do employees receive consistent, highly-focused, face-to-face conversations with their managers about expectations?

Track Performance. Do employees consistently receive measurable evidence and conversation about their performance?

Setting Goals. Do employees receive the opportunity to engage in goal setting conversations related to their contributions?  

Planning. Do employees on the team have the opportunity to work on action plans for improved performance and productivity?

Reinforcement. Do employees receive consistent skills training and development to expand their value to the team?

Coaching. Do employees receive an effective balance of quick coaching and formal coaching to achieve individual growth?

Next time someone in your organization suggests a team-building activity, look to manager skill development for teaming. Ask one of our Performance Partners about our flexible and customizable training programs for management skill development.

Center for Practical Management helps companies achieve organizational goals and behavioral change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com. Center for Practical Management is a strategic business partner with Raddon, a Fiserv Company

In Search of Answers

In Search of Answers

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In Search of Answers

Training is about exploring change. It’s one of the most powerful ways to change the course of your business including everything from employee engagement to financial performance. If searching for the best training solution for your business were a treasure map, what would it look like?   

The first key is to find the right mate, or partner. When choosing a training solution for your business, you’ll want to evaluate partners on four cornerstones of compatibility. For each attribute, ask yourself how the partner will fit with your business’ priorities and needs.

Program
The training solution you choose should be flexible and offer building blocks for cohesive expansion across the organization. You’ll want adaptability and creativity, including pricing that can flex with your budget, scope and timing. For impact, the live classroom will deliver the best outcomes for your investment. Most importantly, solutions must be inclusive of the training tools and materials—license free.

Skill Practice
Children will learn and absorb a great deal of information simply by listening and observing. Adult learning, however, requires repeated skill practice. Increase the skill practice and you’ll increase skill improvement. Skill practice should be present in the classroom and post-classroom. Best practices include brainstorming and role-plays, large and small group projects, individual and team assignments.

Facilitator
Interview your facilitator(s). Too many clients tell horror stories of partnering with a training company who dazzle them during a presentation and proposal, only to hear from training participants afterwards that the facilitator was grossly incompatible to the organization’s vision and principles. With today’s technology, video screenings offer a guarantee that you’ll be more than happy with your facilitator.

Recommends
A good training partner has referring clients on speed-dial. You’ll want to speak directly with references to hear about their experiences with the program, skill practice, and facilitator. Will it require time and coordination? Absolutely. Gaining insight from current and previous clients helps to ensure the training solution will be compatible and impactful for your business.

What is your plan to enhance employee training and development this year? Are you focused on onboarding? Ready for a strategic look at skills training by position? Is it time for leadership development? A three-year action plan is a great place to start. Ask us how to get started.

Center for Practical Management helps companies achieve organizational goals and behavior change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com

Center for Practical Management is a strategic business partner with Raddon, a Fiserv Company. Learn more at www.raddon.com

Measuring Up to Employee Expectations

Measuring Up to Employee Expectations

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Measuring Up to Employee Expectations

When employees say they want opportunities for development and advancement, they have very specific things in mind. They want quality training and career growth. How do you think you measure up?

While employee surveys provide feedback in the form of overall scoring, organizations may also want to compare this employee feedback with an organizational self-assessment. Assessing your organization’s learning and development programs allows you to identify any gaps and opportunities, along with validating what employees are telling you.

Successful organizations seek a balance of resources and commitment within four key areas of learning and development. Taking this quad-view approach helps ensure that employees experience your genuine desire to provide opportunities for individual development and advancement. 

  • Familia – Most organizations have a sound and solid foundation for communicating their mission, vision and purpose. Often limited to an employee handbook with policies and procedures, Familia materials should also include training on communication and branding.
  • Functional – Choosing a scope for Functional programming depends on the size of your organization, and employee attrition. You’ll want to ensure skills training is available for each job type, plus product knowledge training for sales roles.
  • Relational – All organizations, not just sales organizations, require skills training programs aimed at serving both customers and colleagues. A management training program to teach coaching skills becomes the most critical program in this quadrant.
  • Successional – Resist the temptation to rely solely on annual performance reviews. Your employees desire opportunities to demonstrate they are leadership candidates. Leader development programs come in all shapes and sizes. Start something today.

Gallup’s recent report “State of the American Workforce” says 51% of employees polled admitted they don’t feel engaged. In other words, half of your employees likely believe you’re not doing enough to make them feel valued or supported in their job.

What will you do differently in 2019?

Center for Practical Management helps companies achieve organizational goals and behavior change initiatives through tailored consulting services, leadership coaching, employee skills training and marketing services. Learn more at www.cf-pm.com

Center for Practical Management is a strategic business partner with Raddon, a Fiserv Company. Learn more at www.raddon.com