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Leadership Competency # 7

  Establish Expectations
   March 2004

ALD, Inc. Training & Development 


...Because you never stop learning

Online & classroom education in the skills of
managing yourself & influencing others

Each month we examine a competency associated with leadership. 
Whether the leadership is required in an "at work" function, or a
community or sports program, basic skills apply.
The competencies are in no ranked order; they are simply a set of
skills/behaviors/traits "leaders" at all levels of organizations should master.
This month we offer the opportunity to check yourself against the
best-practices behaviors of the competency.

Leadership Competency # 7
Establish Expectations

Managing Performance
The Process

Good results without a 
consistent process 
may just be good luck!

Effective leaders & managers of people master
the basics of a process that sets the standard for
behavior & performance, then coaches,
evaluates & recognizes performance

  

A consistent and fundamental process for managing performance can yield:

 

Improved business results

Motivated employees

Higher morale and satisfied employees

Increased productivity

Developing, growing employees

More effective leaders

At ALD, Inc. we focus on the basics of the critical work process, Managing Performance. Though managers and leaders do much more than is outlined here, much of it will be without impact if these fundamentals are not effectively attended to on a fair and consistent basis.

All the considerable efforts toward managing change, creating involved work environments, building effective teams, delivering top-notch service, urging innovation and creativity will be for naught without managing the individual performance levels of employees.

Work through the Managerial Best-Practices Self-Check for the first step of the process. The intent is not to "score" your responses, but to stimulate thinking about your organization, to give you the opportunity to assess whether you are observing important managerial behaviors and practices. Your own determination about the degree of satisfaction or dissatisfaction and the importance of these desired behaviors and practices will indicate whether developmental actions might be required.

Note: Though the check-up is written with an organizational focus, any individual manager can complete the assessment for his/her own use.

Read below and take the Managerial Best-Practices Self-Check for Step One of the process

Managing Performance Step 1

Establish Expectations

High achievement always takes place in the framework of high expectation.
Jack & Gary Kinder

A best practice and the foundation of all performance discussions:
       Outline the skills, behaviors and performance levels for which people will be held accountable.

In identifying expectations, leaders / managers set the tone for their organization. This is an opportunity to shape the environment, to "create a place" a leader knows people can thrive in successfully. And it's imminently fair to let people know what is expected of them.

Establishing expectations aligns work efforts for the year, gets all employees pulling in the direction desired.

Check Satisfied / Not Satisfied and the Importance of each of the management practices for establishing expectations in your own organization here:

 

Satisfied

Not Satisfied

Important?

Managers clearly convey expectations for performance.

Managers reach a mutual agreement with each employee on his / her performance expectations.

Employees have a clear understanding of how their performance expectations support organizational goals.

Managers put top priority on getting results.

Managers establish high standards of performance for employees.

Managers provide clear direction and define priorities for employees.

Managers reach agreements with others regarding expectations.

Managers gain commitment from others regarding expectations.

Managers have a well thought out plan for obtaining what they want to get out of their job.

Managers have clear goals for what they want to accomplish in life.

 


If your responses fell primarily in the Satisfied column, you more than likely have a process for setting expectations that is effective.

If some of your responses fell in the Not Satisfied column - and especially if they were identified as Important - you may want to examine the procedures for the cascade of goals and objectives throughout your organization.

Employees at all levels of the organization should have clearly defined goals and objectives that link to the overall goals and objectives of the organization. This "cascade" of objectives focuses all people on the larger goals of the company. It also provides motivation for the employees because they can see their "fit" in the bigger picture and clearly see how their contributions are important and add value to the company.

In order for job expectations to be established for employees, a clear picture of the critical core competencies for each job position is critical.

A resource we use to bring clarity to expectations in the workplace is the
 Work Expectations Profile®

Work expectations are those things people consider likely to
happen in their job situation, either now or in the future.
Whether spoken or unspoken, met or unmet, expectations
have a powerful impact on our thoughts, feelings, and behaviors,
and play a key role in driving our attitudes. Research shows that
people who have clearly defined, well-communicated expectations
find more satisfaction and success in their work than people
whose expectations go unspoken or unrealized. And companies
that employ satisfied, successful people reap the rewards
of increased productivity and reduced turnover.


 

               

That’s Step #1 of the Managing Performance Self-Check
 Take the complete assessment on our website

Having assessed your organization's management practices, you may have found some areas where
management development would assist in creating a more productive, results-oriented environment.
 In what areas do you excel and where do you need to improve organizational or individual practices to
best serve your employees and to get best results?

If you would like to retain a copy of this self-check, print a copy now;
your results will be lost when you close this document.

Managing Performance
The Process

This fundamental process and these techniques work in all organizations. People want to know what is expected, how they are performing and to be fairly evaluated and recognized. A consistent process keeps the organization focused on business results as well as the growth and development of the organization's most important investment and asset, the people.

Be more aware of yourself -- look into your mirror - check your own practices and attributes.
As a leader, be knowledgeable about what people expect and how well you provide that leadership.

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ALD, Inc. | 3021 Lake Forest Drive | Hayden Lake, ID 83835
PHONE: 208-762-1322 or 1-888-762-9699 | FAX: 208-762-2653 | EMAIL info@ald-inc.com
www.youneverstoplearning.com

Work Expectations Profile® is a product of Inscape Publishing, Minneapolis, MN

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To discuss your specific needs, please contact an ALD representative 

ALD, Inc. | 3021 Lake Forest Drive | Hayden Lake, ID 83835
PHONE: 1-888-762-9699 or 208-762-1322
FAX: 208-762-2653 | EMAIL info@ald-inc.com

 

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