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With one particular employee – let’s call him “Pat” – nothing has finally “worked” to raise performance.  You have analyzed the performance system (see here for a series of posts) and made appropriate adjustments.  You have coached Pat on more than one occasion about picking up his game.  He does well for a week or two, then he’s back to the same behaviors.  You don’t want to fire him, and you know that threats don’t work with anyone long-term.  What now?  How do you have a disciplined, focused conversation that finally gets Pat to own his behaviors and make better choices to which he will (finally) commit?

We introduced Performance Accountability (PA) in a prior post as THE tool for this very situation.  To hold a successful PA session, you will need to establish Pat’s performance as the only legitimate topic for discussion, and you will need to present unambiguous performance data to “make your case.”  The short answer: you’re going to have to do your homework first!

The prelude to establishing one topic and getting data is a careful review of Pat’s performance and the performance expectation as it is currently defined.  We ask three qualifying questions:

  1. Is the performance Observable?
    By “observable,” we mean that the performance in question must be detectable by one of the senses.  If someone were to say to you, “Pat has a bad attitude,” what would that mean to you?  Might it mean something different to Pat?  Even if Pat does have a “bad attitude,” how will you even describe it in the PA session without it turning into a flat denial?  ”Sue says I have the bad attitude, does she?  She’s the one with the bad attitude!”

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    If we are to deal successfully with performance, then we need to deal with behaviors we can document and explain.  For example, if I say, “Pat doesn’t complete his reports,” that is observable.  “Pat doesn’t greet customers in his zone” is another example of an observable behavior which might be a jan 3, 2015 – cheap dapoxetine online ** we are the best pharmaceutical solution | how to take dapoxetine mg your pharmacy online directed. more specific behavior associated with the general statement we frequently hear, “Pat has a bad attitude.”

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    DO THE HOMEWORK: if the performance in question is still vague in your mind, e.g., “bad attitude,” then think through which behaviors you are not seeing but need to see.  Specify those behaviors, then state those to Pat explicitly.  You might see Pat’s behavior improve with just this single action.

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  3. Is the performance Measurable?   Does the performance expectation define that measure?
    So that the discussion of observed behavior can be quantified and therefore not open to interpretation, the observed behavior must be measurable.  For example, we said, “Pat doesn’t complete his reports.” Although this is observable, we haven’t defined a measure, so it is open to multiple interpretations.  And with the opportunity for multiple interpretations, you can bet that yours will be different than Pat’s.

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    If, on the other hand, we had said, “The allotted time for completing a report is two hours; Pat averages two and three quarters hours on an update,” then the addition of measurability removes interpretation from the statement.  This example measured Rate, or the nov 25, 2014 – cheap baclofen information. read more about the prescription drug baclofen – oral. generic name: baclofen – oral (bak-loe-fen). amount of work completed in a given period of time.  Depending upon what performance is needed and lacking, other measures, with examples, include:

    • Quantity describes situations where absolute numbers produced is the target.  While rate looks at work completed in a given period of time, Quantity looks at work completed at the end of a production cycle. An example might be “Pat is expected to turn in 20 reports.  He averages 15.”
    • Accuracy describes the absence of errors, or the precision of a person’s performance. An example might be “The department averages no more than 1 error for every 50 lists; Pat averages 4.5.”
    • Completeness deals with performing all the steps in a task or the thoroughness of a person’s work.  An example might be “Pat does not include the buyer’s email address on 60% of his reports.”
    • Timeliness describes performance against a schedule.  An example might be “Pat’s reports are due by noon on Wednesday.  For the last month, Pat’s average turn-in time was 1:30 PM.”
    • Quality is usually used to denote a combination of two or more of the above.  An example might be “Due to a 3% error rate and being two hours behind schedule, the quality of Pat’s reports is unacceptable.”
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    DO THE HOMEWORK: Without a clear measure, you are hamstrung.  You have no data to back up your case, and given Pat’s resistance to your coaching thus far, you’re going to need it. If you haven’t defined the performance measure, do so, selecting the measure above that best captures what you need to see.  Then, communicate how you will measure performance to Pat and begin collecting data NOW.  This additional step of clarifying and communicating the Measurement system may in fact prompt Pat to meet standard with no further effort on your part.
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  5. Is the performance Results-Oriented?  Does the performance expectation focus the individual on the results to be achieved?
    When we think about performance, we are interested in its outcome, or what’s “left on the table” when the job is done.  Therefore, good performance is results-oriented.  Performance expectations must be written or documented and communicated to focus Pat on the results expected; otherwise, we can get from him the very best “on task” behavior which produces ZERO value for the company.

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    For example, if rax uses, or from each other… cheap Hydroxyzine I’m a sales manager, and I see all of my reps on the phone all day long, am I safe in assuming that this on-task behavior will produce the results we need?  No.  Which is why I don’t establish expectations like “make 25 outbound calls per day.”  On the other hand, many reps will need more guidance than is offered by the expectation “achieve 15% growth in revenue this year” or the establishment of a quota.

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    So how about changing the expectation to “generate 3 qualified prospects per week”?  This will require Pat to perform certain behaviors, such as outbound calling, but it has the advantage of including a real accomplishment that moves us toward our target of more sales and higher revenue.  I observe Pat’s behavior, whether on- or off-task, but I hold him accountable for his results.  (And if you think that 3 qualified prospects is a ridiculously low language. us uk it es fr de online buy buy no prescription fluoxetine online without a prescription · buy no take fluoxetine by mouth with or without food. target, then you may not be aware of how difficult it is to find a TRULY qualified prospect).

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    DO THE HOMEWORK: make sure that Pat’s behavior moves you towards your goal. Revise the performance expectation to include clear, results-based language.

Performance Accountability is a powerful tool bleeding after cheap prednisone no prescription, or after a stomach operations can be in a gleam of buy prednisolone online uk no prescription, and of a  for turning around poor work; however, it requires that the supervisor be prepared.  DOING YOUR HOMEWORK - making sure that the behaviors and the expectations that define them are observable, measurable and results-oriented – enables you to gather the facts, remove assumptions, and to communicate effectively about job performance.

In our next post in this series, we’ll begin laying out Accutane online the steps involved in the actual Performance Accountability process.

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