A Litmus Test for Leaders to Learn What They REALLY Expect From Their People

, , ,

Are you frustrated with some aspect of your team’s performance? Should you be?

Even if you are leading correctly, there will be times (through no one’s fault) where the team’s performance is less than desired. At this point we have a choice – accept the current performance level from the team or work on improving the individual performance of the team members. After some period of time – since we are all creatures of habit – a pattern will emerge within your team. Some individuals will take to your coaching and make significant improvements. Some individuals will improve for a time but slip back into old behavior patterns. And some individuals will make no significant effort to change at all. Sound familiar?

This is where your leadership skill will be tested. Leaders must always be more committed to the achievement of the change than their team is committed to not making the change. Unfortunately, there are always more of them – and the process of making even a small change can be daunting! And so, the leader is faced with the challenge of working tirelessly to shift the mindset, skill set and behavior of team members that either do not want to change or are struggling with the transition.

The Power of Expectation

This is where the power of expectation comes in. People will alway respond to what we truly EXPECT from them – not what we WANT from them. Unfortunately, leaders often EXPECT what they DO NOT WANT, and WANT what they DO NOT EXPECT. Let me explain.

Take a moment and consider what you really want from your team. Are they meeting that standard of performance – whether it be subjective or objective? Now, do you really expect that they will achieve those standards? Most leaders emphatically say “YES – Of course I do!”. And yet after coaching leaders for over 20 years I can tell you than most leaders DO NOT really expect these individuals to change. Now, before you tune out – I am going to offer you incontrovertible proof of what you REALLY EXPECT from your people.

A Litmus Test For What You Really Expect

Imagine that you have two team members Harry (a super high performer) and Larry (a historically low performer).

Now imagine that Harry, who ALWAYS hits his number every month, misses one month.

Are you upset about his performance – or concerned about Harry?

Of course  you are CONCERNED. Why would you be upset? That is not what you EXPECT from Harry. And so, you inquire what is happening, and work with Harry to correct the situation.

How about Larry? Suppose Larry, who always misses his numbers every month, misses his numbers that same month.

Are you upset about his performance – or concerned about Larry?

If you are totally honest – you are UPSET about Larry’s performance. But why? Both Harry and Larry missed their numbers. However, Larry’s history predicted his performance this past month. The reason you are upset is that you WANTED something you did NOT EXPECT.

How about you? Do you have any employees that frustrate you with their level of performance? Are you truly EXPECTING a change or do you just WANT a change?

While being honest about your level of expectation does not change the performance level of anyone, it is the first step in making sure that you align your expectation with your goals, rather than lowering your expectation to meet their current performance level.

If you would like to learn more about how to radically shift your team’s results, click here to let us know and we will connect you to a coach for a complimentary coaching session! If you would like to know more our 2 Day Live Leadership Workshop click here.

LeaderShift Live Leadership Workshop

“I’ll do my best” (and other words) that should make a leader’s spine crawl

, , , ,

We’ve all heard it said after coaching to improve performance – the infamous ‘I’ll do my best’ or even better – ‘I’ll try’.

OK, maybe I am a bit of a Star Wars geek, but I love the scene where Luke is ‘trying’ to use his fledgling knowledge of the ‘force’ to raise his fighter that is sinking into the swamp. He tells Yoda that he is trying and Yoda rejects him outright. Yoda tells him, “There is do, or do not. There is not try”. Well, I am not suggesting that you should dress in a ratty old cloak, grow long ears and carry a light saber. What I am suggesting is that when we allow these expressions to go unchallenged we engage in what I call ‘pretend coaching’. To really coach employees we need to dig a little deeper.

The question is : What do “I’ll do my best” and “I’ll try” really mean?

While there is no single answer to that question, I would like to suggest that these words should make your spine crawl as a leader. That is because what typically follows ‘doing your best’ or ‘I’ll try’ is, well – more of the same. So why do we pretend that our feedback was well received? If you really want to improve performance we need to first understand why these responses are so prevalent when coaching employees for change.

Here are some possible reasons for this type of ‘non response’ from an employee:

  1. They are well intentioned and want to change, however they are unclear about what you expect.
  2. They are well intentioned and want to change, however they are unsure that they can meet your expectations.
  3. They are not well intentioned and don’t want to change, however they do not believe that you will hold them accountable to changing in any kind of meaningful way.

The problem is that when you leave the dialogue with an employee with a somewhat vague commitment to ‘trying’, you also create an inability to hold the employee accountable to changing. After all, as long as they ‘try’ or ‘do their best’ then they have fulfilled their commitment to you.

How do you avoid ‘pretend coaching’ when coaching to improve performance?

So, how you avoid this trap?

First of all, you should start with the assumption that the employee wants to do a good job and change in whatever way is being requested. This is important, because quite often after a few rounds of pretend coaching, the leader starts to doubt the employee’s motivation and commitment. While this may be indeed the case, we have not earned the right to make that assumption.

So instead of assuming the worst, when an employee responds with an “I’ll try” or an “I’ll do my best” – imagine that they are running a big red flag up a flag pole that is screaming “I know you want me to commit to this but I see a problem!” Calmly say something like “I actually think you always try to do your best. Is there a reason why you feel unable to commit to doing what we have discussed?”

Then listen and ask questions. Don’t argue. Don’t listen just long enough to jump in and correct them. Really listen. What you will typically find is that they will tell you what their real concerns are. Then and only then will you be able to coach them on what they feel is the obstacle to doing what you want accomplished.

While this does not assure success, it does assure that you will be engaging in a true coaching dialogue. In order to diagnose further what the challenge blocking performance improvement might be, we offer a free Performance Trouble Shooter that will help you diagnose performance issues and pinpoint what you can do to maximize the likelihood of coaching success with any employee.

To download the Performance Trouble Shooter just click here.

Here’s to your Success!!

If you want to know more about how we can assist you or or your organization in accelerating your progress on your goals, schedule a complimentary coaching session here.

LeaderShift Live Leadership Workshop