Avionics News April 2015 - 70

BUSINESS BASICS

Continued from page 69

toward their managers when it came to this kind of
communication. This creates frustration, a lack of control,
work overload, and decreased performance as they chase
unclear objectives. Facing this hurdle, employees either start
neglecting their duties or start looking for greener pastures.
So while some small-business managers may feel
apprehensive that asking their people to up their game will
cause some to jump ship, the opposite may be closer to truth.
Employees are unaccountable because they're allowed to be -
because they don't know the definition of a good effort, a great
one and a bad one, and their boss doesn't seem to care anyway.
Solve that with explanation, as well as a culture that supports
these employees. Both require you to adopt a management
strategy that recognizes your people are capable of exercising
initiative. When they do, they'll become more engaged with
your shop and the team. But that means they also know in
advance that they'll have to answer to you, and you'll have
both a carrot and a stick. It means they must trust that you will
use fair and objective measures when you do track their actions
and use either accordingly. You'll need to measure performance
only against the expectation you defined up front.

70

avionics news

*

april

2015

Altogether, it's a far cry from a control-based management
style that assumes your people can't be trusted. After all, you
don't want them to do as they're told; the whole point is to
have them do it without the telling.
Building accountability
One solution to building worker accountability is illustrated
by the SIMPLE model, which identifies six steps to follow as a
leader.
Set expectations. Let the employee know what's expected
before you attempt to hold him accountable for anything.
The more clear you can make these, the less time you'll
spend reviewing or arguing about them later, according to
management consultant Torben Rick. This means establishing
specific, detailed job descriptions and individual goals, then
communicating how these fit into the operation of your shop.
Invite commitment. The employee must agree to meet
those expectations, according to Rick, and that's more than
"I'll try." Commitment here means he agrees to own projects,
come up with solutions to problems before running to you,
and explain his actions - and he accepts that failure may
have punitive consequences. The other part of this is having
trusting, open communication with him, so he cares what you
think of him and respects your authority.


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Avionics News April 2015

Table of Contents for the Digital Edition of Avionics News April 2015

Avionics News April 2015 - Intro
Avionics News April 2015 - Cover1
Avionics News April 2015 - Cover2
Avionics News April 2015 - 1
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