Good Management is Key
According to Gallup, a US firm specializing in management research, in a survey of more than one million Americans, “people quit their bosses, not the organization.”
The effect of mismanagement is widely felt. Gallup also determined that poorly managed teams are on average 50% less productive and 44% less profitable than well-managed teams.
As an organizational psychologist, I can confirm that an apparent lack of commitment from employees is often the result of the absence of effective leadership from their boss or bosses!
The following are 3 common mistakes that I have often observed in my practice and tips that could help you improve your performance management skills.
1 – Waiting until the end of the project or the year to give feedback
We often wait before giving feedback for several reasons: lack of time, we do not want to disrupt, derail or demotivate people; it is unpleasant, etc. But without a concrete way to measure performance, and without feedback, one cannot improve.
My advice: Think of “just in time”. Feedback must be given quickly to be useful and have the desired impact. Especially with the new generations fueled by instant communications, I recommend using the “48-hour” principle: you have a window of two days after an event to find time to share your observations.
2 – Too much recognition can play tricks on you
Managers sometimes ask me if it is really necessary to praise someone for doing a job they are paid to do. Conversely, I am also asked if too much positive feedback could make the employee arrogant or less diligent at their job. However, one of the most frequent complaints at work is the lack of recognition.
My advice: There is very little risk associated with frequently highlighting our appreciation. Giving positive feedback remains, in my opinion, a simple and free way to value the members of our team while directly impacting their performance. Remember that positive reinforcement increases desired behaviors and attitudes.
3 – Getting too close to employees
Traditionally, managers were recommended to maintain a “professional distance” with employees. Things have changed. In March 2015, Forbes magazine cites several studies that show that friendships at work have several positive effects.
My advice: we want to work with people we love. We work harder for a boss who shows interest in us, and not strictly on a professional level. I suggest you review your position and consider the different forms of friendships. Redefine your definition of a “professional friendship.” Closer interpersonal contact with people generates commitment usually followed by positive results!
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Ingrid Kelada
Business Psychologist/Happiness Expert
KCC Inc.
