Managers Should Not Settle for Average Performance
Managers Should Not Settle for Average Performance If You Want to Create High Performing Teams
No managers should settle for average performance, especially new managers who are trying to set high expectations for their new team. Though new manager training teaches it is unwise for new managers to make changes too quickly, it IS wise to make sure your team understands the team norms and performance standards that they will be measured against. And it should be clear that complacency at work will not be accepted for long.
It is often much easier to know what to do both with very poor work performance and with high performers. Given initial understanding and support, substandard performers need to be compassionately redirected…either to a more suitable assignment or out the door. Top performers need to be rewarded for their excellent work in a way that encourages their continued commitment to their job.
But what about the team member who is doing just OK? You know, the one who you wish would transfer elsewhere because they add so little in terms of productivity or motivation to the rest of the team.
Managers Should Not Settle for Average Performance – 3 Tips
Based upon people manager assessment data we know that allowing average team members to stay on the team, drags down the entire team. It is up to you as a team leader to uncover your middling employee’s unique strengths and to capitalize on them. Here three new manager training tips on how to lead effectively:
1. Make the connections and clarify performance metrics
The best new leaders know how to be sure that every team member understands how their job contributes to the team’s (and ultimately the company’s) success. Be specific in explaining that what they do and how well they do it matters. General cheerleading doesn’t help as much as saying something like, “When you deliver accurate and complete financial reports by Wednesday COB as we’ve requested, the Finance Department can compile the reports from all sectors and work with leadership to make sound decisions week-by-week at their Friday meetings.”
The connection is clear as are the metrics for success. The goal is expressed in specific terms—accuracy, thoroughness and on-time delivery are expected.
2. Share accountability
Most new supervisors cannot keep track of every team member all the time…nor should they. High performing teams depend not only on their leaders to create a culture of accountability but also on their teammates to have their backs. Some performance problems are often best handled by peers in open, respectful discussions. Team members should exert their influence over one another with the goal of serving their common mission. The manager’s job is to see that these discussions follow the best guidelines for giving and receiving feedback.
3. Set the example
Leaders who are committed to high performance do not shrink from uncomfortable and difficult conversations. Your team is watching and will take their cues from you. Will you go to bat for your team if their performance is compromised by lack of resources from your boss or perhaps another department? Will you take charge of addressing a poor performer who needs to move on or will you let the team’s motivation slip? Can you talk about a mistake you made and what you have learned from it?
The Bottom Line
New managers can have an enormously positive impact on their teams. Try hard to do the right thing for your team. Follow these three managerial tips and you will go far to earn your team’s trust as their new manager.
To learn more about why managers should not settle for average performance, download The 4 Management Metrics that Matter Most