Moravec & Associates Management Consulting Services
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Trust Me! Performance Management Meets The 21st Century
Performance Management Consultants
- ARTICULATE DELIVERABLES. Clearly explaining why, how and when things need to happen will set expectations and create a healthy level of stress and pressure. It also establishes a mechanism for monitoring and addressing performance
- IN-PUBLIC DEMONSTRATE THAT YOU CAN DEAL WITH THE TRUETH. People may not readily tell you the truth or give you feedback. You have to set the tone and model the behavior that makes truth-telling okay. Stay connected to a broad circle of people and make it clear that you want them to share their concerns and ideas
- WITH YOUR DEEDS TRUST THAT PEOPLE CAN HANDLE THE TRUETH Tell them what you know and own up to what you don't know. Avoid putting a false positive spin on decisions or events that are inherently negative or difficult to accomplish.
- ALLOW ROOM FOR DOUBTERS BUT NOT SLACKERS. Establish a climate that processes resistance rather than attempting to squash it. Don't dismiss, write-off or label employees too easily or too quickly.
- ENGAGE PEOPLE: LISTEN FOR EMOTION AND WORDS. Good communicators are also good listeners. Allow people to air their gripes and complaints. Pay attention to what others are saying, thinking and feeling. What is said? What is left unsaid
- FACE UP TO CONFLICT QUICKLY. Don't postpone dealing with challenging issues or conflict. By avoiding the difficult people or difficult issues, you can do great harm to yourself, your co-workers and your organization
- COMMUNICATE RELENTNECESSLY. Now is not the time to keep quiet. Leaders need to be able to communicate information, thoughts and ideas clearly - and frequently - in different media. Find many ways to share information; keep processes open and transparent. .
- EXPLAIN CHANGES AND ACKNOWLEDGE RESISTANCE. People are often skeptical of change. Share your thinking and the trade-offs you've weighed - not just the final decision or strategy.
- APPEAL TO PEOPLE Draw on a sense of loyalty, courage, morality or other principles that tie the organization's performance and change strategy to what is important to people.
- WALK ABOUT, BE VISABLE AND BE AVAILABLE If you communicate well, you won't be out of sight. Find ways to interact with all of your stakeholder groups.
- DEMONSTRATE OPENESS IN THE PRESENCE OF PEOPLE AND GROUPS A commitment to 'trust me' requires honesty, clarity and truth. An effective leader will ask the hard questions and foster an environment of honesty and candid discussion.
- DEMONSTRATE RESPECT WITH YOUR WORDS AND DEEDS Treat people with genuine concern and sincere consideration. Spend time with them, ask them about the things they are interested in and consider their hopes as important as your own.
- DO NOT DISMISS THOSE WITH SENIORITY. Ignoring, demeaning or dismissing people and "the way things used to be" prevents them from moving on. Help people through transition by acknowledging their history and attachments.
- BE YOURSELF: SINCERE AND REAL Communicate truthfully and honestly, follow through with what you say and avoid deception. Don't try to bury or deny your own reactions to ongoing events. People pay close attention to their leaders in such times and are looking for indications that they are real people who are capable of having human emotions like their own.
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