Many years ago I saw many managers berate their staff for getting things wrong.*
The same managers grumbled about the performance of their team and this was the opposite of what I was trying to achieve with their teams.
A simple realisation was made...
They had told the team what they didn't want but hadn't spent the time to tell them, precisely, what they did want.
By making this small shift, about being clear about what the desired outcome was, results started to materialise.
This is not rocket science, but it is a useful lesson to keep in your back pocket. If you aren't witnessing the results you want, it might be time to clarify expectations.
There might be some reading this that don't think that this should be necessary. Until telepathy is a common business skill, I'm afraid it is going to have to be this way.
If you want some ideas on how to move from grumbling and into performance, then check out What Does Good Look Like?
* Years later, the situation doesn't seem to have changed much. Spread the word. Tell your colleagues to get better at explaining what they want and not just telling people off.
Giles
About the author:
Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen.
Giles is also the author of Effective Root Cause Analysis and 'What Does Good Look Like?'.
About the author:
Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and embracing Kaizen.
Giles is also the author of Effective Root Cause Analysis and 'What Does Good Look Like?'.