ESSENTIALS & IMPORTANCE OF “FOLLOW-UP”

Deadline/Goal setting is an Activator. You’re not in the management game unless your people are clear on their key areas of responsibility (accountability) and what good performance in each of those areas looks like (performance standards). Deadline/Goal setting is the most important activator for managers to remember, it starts the whole management process. One Minute Management just doesn’t work unless you share it with your people. Shared goals & deadline setting results in greater commitment from your people and guarantees the setting of a realistic goal and effective execution for the performance area. 1. For every Task that you assign to be done, return to the task after the deadline to insure the completeness of the work.

“ INSPECT WHAT YOU EXPECT “
2. When ever possible, include the individual you assigned the task to, to be present when you “Inspect” the task for the extent of completion. Any questions that either you or the associate have about the task can then take place immediately. For every task you assign where you will be or will not be present at completion to inspect, these suggestions should be followed: a. Ask the associate if there are any questions about the task that is being assigned. b. Remind associate that you will “follow up” on the completion at your at an agreed time or next possible convenience. c. Record all assigned tasks in some sort of record or daily planner with names and specific deadlines to maximize follow up effectiveness, unless you have a perfect memory… By the way, your associates WILL expect you to have a perfect memory if you do not write it down. d. If your notations are detailed and specific enough, they can if needed be used in, as a basis for, and included on any performance paperwork required when addressing unacceptable work behavior. e. Ask and ensure that as each task is completed & the associate “signs off” on them on related follow up. This will give them “ownership” and allows accountability to work in your favor.

3.

“ALWAYS LOOK FOR WHAT YOUR ASSOCIATES DO RIGHT & RECOGNIZE IT AND THEN YOU’LL ALWAYS FIND WHAT THEY HAVE DONE WRONG ALONG THE WAY”
4.
5. Never, Never, Never fail to inspect a task and “follow up” with an associate if you have told them you would. Not doing this will adversely affect your respect & credibility with the associates you supervise and demonstrate to them that the tasks you have assigned, their work performance, and them themselves are not really important to you. Always address exceptional & unacceptable results of work performance in tasks assigned. This “Feedback” is very important in the training & development of every associate. “Feedback” should be immediate -and- specific. If it is delayed or vague, it becomes ineffective as a training tool. When addressing poor performance, make It clear that it is their work behavior that you are addressing

“WHEN YOU END A REPRIMAND WITH A PRAISING, PEOPLE THINK ABOUT THEIR BEHAVIOR, NOT YOUR BEHAVIOR” – Putting the one minute manager to work

6. Always follow truly exceptional performance beyond what is normally expected or poor performance which is not a result of poor training with
the appropriate performance statement documentation as needed.

7. Remember that there is more than one way to do something right. Unless a task is specifically detailed in appearance by you for a reason or thru
corporate directive, allow your associates a controlled freedom to be creative.

“ANYTHING WORTH DOING DOES NOT HAVE TO BE DONE PERFECTLY - AT FIRST” – Ken Blanchard

8. When you find yourself in any type of situation where you and an associate are Addressing concerns about their work performance, the
following should be practiced:

a. Whenever possible, refrain from using the words “I” or “you”. Instead try to use the word “we”. This will help to keep the focus on their
“work behavior” and not their “personal Behavior”. Extremely Important - The minute an associate takes a reprimand personal then the counseling will become completely ineffective & confrontational.

b. If the associate attempts to compare their unacceptable work behavior to that of another associate, this is an attempt to deflect focus from
them. If you respond to these distractions then you have freed them from their own accountability & responsibility.

“ACHIEVING GOOD PERFORMANCE IS A JOURNEY – NOT A DESTINATION” – Kenneth Blanchard 1984
9. Two factors influence the improvement of work performance:

a. Activators such as Deadline/goal setting which comprise approx. 25% of that influence. b. Follow up, Feedback & Consequences such as praising, redirection & reprimands comprise approx. 75% of influence.

10.Essentially what happens after an associate does something will have more of an impact than what happens before. This is why
“Follow up” is so important.

11.If all that is done is setting of goals but no “Managing or Follow up of the Consequences” then this will only get things started and provide
short-term success for a manager. In other words, managers will get the performance they want only when they are there, but when they are not there, associates may or may not engage in the work behavior the manager wants.

“AS A MANAGER, THE IMPORTANT THING IS NOT WHAT HAPPENS WHEN YOU ARE THERE -BUTWHAT HAPPENS WHEN YOU ARE NOT THERE” – Kenneth Blanchard, One Minute Manager

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