How to Determine and Improve the Performance Gaps?

Human capital is a top priority in today’s global economy.

In fact many businesses are faced with the reality that they need to get more results through smaller and perhaps more fragmented teams. As your employees have added and shifted roles, positions, and responsibilities, how do you know you have the right people in the right positions in order to maximize your business efforts and outcomes?

The reality is, in some cases you do have the right team members in right places, and in some cases you probably guessed wrong, as we all have. Companies forced to reorganize made quick decisions resulting in people landing in the wrong roles.

Likewise, companies that have experienced intense growth have ended up with similar results. Diagnostic assessments can help you to determine performance gaps and help your company to effectively understand and align the talents, behaviors, and motivators of every employee. Having the right employee in the right position is as critical to the individual’s success as it is to the success of the company.

The first step in bridging performance gaps is for management to be committed to a people development process for employees. It should be based on the skills, attitudes, and behaviors necessary to do their jobs successfully. If the size of the organization is large enough it can be HR implemented, but the objectives and strategies of developing employees and how those employees are going to help drive results needs to be driven by management.

After the commitment is in place and the objectives have been identified, diagnostic assessments can help specifically and individually determine performance gaps, as developmental issues will be employee specific. Assessments can also be the secret tool for creating skill development as well attitudinal and behavioral improvement while eliminating resistance to change.

When working with clients, we focus diagnostically on the whole person as defined by these three key areas:

§  WHAT natural talents do your employees possess? How do they make decisions and interact with the world around them, as well as how do they perceive themselves?

§  WHY are your employees motivated to use their natural talents, based on their personal motivators and drivers? Everyone has their own unique mix of personal drivers and motivators that help guide them toward success. Understanding what really drives a person is a crucial part of success.

§  HOW do your employees prefer to use their natural talents, based on their preferred behavioral style? Since each individual has their own unique preferences and habits for how they like to behave, this understanding is crucial when working with team members, as a leader or manager, or in an environment that requires conflict resolution.

Establishing new behaviors requires the employee feel able to adopt the behavior and feel comfortable doing so. A well-designed people development process focused on objectives using diagnostic assessments drives long-term change. We consistently see 80-100% in adaptable change after the completion of a development process with sustainable results that remain a year later.

Accountability is Key

Unless you have been living in a cave for the last few years (which actually may turn out to be a good thing,) you will be very aware that the world economy has been going thru some pretty rough patches. The doom and gloom reporting of the media reminds us daily that we are suffering a global recession that could take years to end.

If you are familiar with Spencer Johnson’s allegory called Who Moved My Cheese? you could be forgiven for thinking that your cheese definitely got moved!

Now, most of us will have some opinion of how this sorry situation came about. Hot contenders for blame range from the greed of the financial institutions to the inadequacies of the lending processes, from the outrageous bonuses promised to bankers to Joe Public who went way over his credit limit when he borrowed money to buy a house he just could not afford.

Whilst financial institutions are challenging and/or grudgingly accepting proposals for increased regulation of compensation and bonuses, many of them (including some of those heavily bailed out by government) are complying with new rules to reduce bonuses whilst increasing base salaries to compensate staff that would lose out.

We have to retain good staff, of course!

Accountability is Key

Let’s put the word “Accountability” on the lab table and dissect it so that we can explore the complete understanding of the word.

Business Dictionary defines “Accountability” as:

Obligation of an individual, firm, or institution to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner. It also includes the responsibility for money or other entrusted property.

My old copy of The Concise Oxford Dictionary defines “Accountable” as:

Responsible; required to account for one’s conduct (accountable for one’s actions).

Which is echoed in the online version of The Compact Oxford English Dictionary.

So, in the great scheme of things, whatever happened to accountability?

Personal Accountability

When I was a Project Manager – I was responsible for delivering projects within the triple constraints of project management, whilst the upper management was ultimately accountable for liability, direction, vision etc. However, I held myself personally accountable to the client, their relations, to myself and to any higher being who might be interested.

When I moved into the consulting sector I began to understand more of accountability for sales revenues, for knowing about my territory and customers needs, and for being a responsible and honorable representative of my company. I understood that commissions (i.e. the cash in my pocket) would increase or decrease in line with my activities and results, so that I was also accountable for my take home pay.

Organizational Accountability

When I became a senior manager I learned more of operational accountability and performance bonuses, both individual and for team achievements. I had “soft” targets about how I did my job, but the cash still followed the overall revenue and profit budget locally, regionally and at a corporate level.

Again, I held myself personally accountable for the well being and development of my staff, but their pay and bonuses would be awarded based on mutually agreed targets. All of us were subject to a corporate ruling that poor results = low or zero bonuses and the possibility of a pay freeze until the next year. Each year we would receive the rules that would be applied to our particular situation, changed as necessary to reflect corporate drivers. After all, if the corporation did not survive none of us had jobs!

One year we had achieved very average local results, so although the profit margins were not badly hit, the management performance bonuses were negligible. Another year we did ok in some departments and the staff all received good bonuses, but overall the corporation’s operating results were below projections so the management’s performance bonuses suffered.

Yet another year we massively exceeded all our operational targets nationally and received substantial rewards in line with the annual guidelines, even though other international subsidiaries suffered because their results were not up to the mark. Our local performance had boosted the overall corporate outcome on that occasion, allowing bonuses to be paid.

Did we retain our good staff, even in the lean times? Yes we did, because each of us took ownership of the part we had to play in the success of our worldwide team, as well as locally.

Nobody likes to be blamed for bad results and as leaders the buck might really stop with us. By acknowledging our own levels of accountability and clearly identifying to our team the expectations for their deliverables, we are more likely to stay ahead of the game and maybe even spot new cheese (opportunity) in times of change.

What are you personally accountable for? 

Are you willing to stand up and be counted when something goes wrong – then take corrective actions whilst learning from the experience? 

And when things go right, do you also try to learn something from the experience and pass that knowledge on? 

Do your team members also know what they are accountable for and understand the consequences of their performance in relation to themselves and to the wider organization?

I’d love to hear your thoughts!

Do You Need My Approval?

Need for Approval Kills Freedom.

"Criticism is something you can easily avoid by saying nothing, doing nothing, and being nothing” ~Aristotle

Let go of the need for approval to start thriving.

Trust me, I know, because I spent most of my life seeking approval until I realized it was a waste of time and didn’t work anyway. The desire to get people to like me motivated the majority of my choices and actions in early life.

I mastered the art of telling people what they wanted to hear and being someone they would find impressive—all the while worrying incessantly about what others thought of me, fearing criticism, and holding myself back as a result.

When I first started building my coaching business, this craving for acceptance caused me to hide from opportunities where the potential for reward was high, but the possibility for criticism was equally large.

As an example, one of my first client referrals was to coach the owner of a major manufacturing business. It’s painful to admit that I told my client I wasn’t the right person for the job and referred the person to someone else.

My need for approval created immense anxiety about the value I provided for my clients and caused me to spend far too much time on tasks in order to perfect them. It got to the point where I was wasting so much time and losing so many opportunities that I had to make a big decision: either let the business go or learn how to get over myself!

Fortunately I chose the latter option. I created a plan to learn to let go of needing others’ approval (well, at least letting go enough that it would no longer sabotage my success). Here I am, several years later, running the same business with much greater ease as a result.

Can you relate to these issues?

Do you constantly make choices to avoid disapproval or criticism, rather than what is most valuable, effective or important to you? Do you hold yourself back from speaking your opinions or hide your true self?

This is something you can, and dare I say, must change if you want to be happy in your life and successful in your business or chosen work. It is possible to change. I have done so myself, and since then have helped many other people through my business to do the same.

How is the need for approval holding you back? Can you recognize any of these scenarios?

Quadrant "A" — Need for Approval / Low Performance

The need for approval is negatively impacting your performance—you procrastinate, avoid doing important things, feel anxiety and fear, and get stuck in worry and rumination.

Wanting people to like you, results in declining new opportunities, being too nervous to perform effectively, and you begin to practice avoidance – like apathy, withdrawal, analysis paralysis, and giving up.

If you find yourself in this Quadrant, focus upon how the need for approval is holding you back from doing the important things. Once you move past this, you will be free to achieve and create what you want in life with much less stress and effort, because you are currently exhausting yourself through avoidance.

Quadrant "B" — Need for Approval / High Performance

Although you are a high achiever and get great results in your life, it is often at the expense of everything else.

The need for approval in this case results in doing too much, feeling anxiety, worrying, being unable to stop ruminating about challenges, trying to please everyone, not making time for yourself, working too hard, and being unable to say no.

If you recognize that this is you, focus upon how the need for approval is causing you to do too much instead of only what is important, and to do things for others at the expense of yourself.

Quadrant "C" — Self-Acceptance / Low Performance

In this instance, what others think of you has little impact on your decision-making about how to spend your time. However, your performance is low due to other motivational factors, such as being unaware of what is important to you, what drives you, and what makes you happy.

Hence, you may be stuck doing work you don’t really enjoy and have habits that hinder your performance, or alternatively may not have the skills to work effectively at what you are doing.

If you are stuck in this Quadrant, focus your energy upon getting in touch with what really matters to you. Start to listen to what you really want in your life and act upon this to make it happen. Life becomes much more effortless when you are living in alignment with what is important to you.

Quadrant "D" — Self-Acceptance / High Performance

This is the goal I am always working toward with my coaching clients. It’s a place where you make decisions based on what is right for you. You make effective choices with your time. You are OK with saying no when it is required. And, you are committed to only doing that which is important and valuable for what you want to achieve or create in your life.

In this space, you spend much less time in your head worrying about people and situations and more time just getting things done. You don’t need to be busy in order to appear successful. Instead, you choose to see success as measured by doing what matters to you and to your results. This is a collaborative space where you lead and connect effectively with others, without being at their beck and call.

Once you have identified where you are, it’s time to do something about it! Here are a handful of strategies to help you get to quadrant “D”—the place where you no longer need others’ approval, as you have a sound sense of self-acceptance and you make choices from this place.

How to Let Go of the Need for Approval

1. Build a sound sense of Self-Acceptance.

The first step is to strengthen your core foundation so that you feel strong enough to go with what feels right for you. This way, you will no longer feel the need to look to others to feel good enough about your choices and decisions.

Keep a self-appreciation journal, where you start acknowledging daily or a few times a week the things you are most proud of about yourself: choices you have made, insights you have learned, things you like about yourself, times you have stayed true to yourself, or whatever feels right for you.

2. Let Go of seeking Validation from others.

Secondly, you need to practice letting go of seeking validation for your choices and most importantly, for whom you choose to be.

This means noticing your language, self-talk, and behavior, and identifying when it is coming from wanting someone else to say you are ok, that you made the right choice, or that you did the right thing.

Instead, when you do make a decision, check in with yourself that it feels right, remind yourself that it is your choice, and give yourself validation for just being you.

3. Evaluate tasks based on Approval-seeking Efforts.

Lastly, start being honest with yourself when you take on a new task or commitment, whether you are doing it because it is “right” for you or because you want to get approval and avoid disapproval.

Sit down and evaluate your weekly tasks and ask yourself what is really necessary and important, and what is driven by people pleasing. Then slowly work through the “people pleasing” list and eliminate them.

How has the need for approval impacted your life?