Training Industry Magazine - Summer 2014 - (Page 53)
SPEED of BUSINESS
- KE N BL A N C H A R D AND S COT T B L A NCH ARD
To manage at the speed of business (an
absolute requirement today), you must have
a strong performance management process
in place that helps people prioritize their
work, identify the resources they need, and
participate in a continuous feedback loop
that allows them to make real-time course
But most managers aren't taking the time to
set clear goals, review progress and provide
day-to-day coaching, according to our recent
poll. We asked 700 people how they felt
about their one-on-one meetings with their
immediate managers. From our sampling we
* Seventy percent want to have goal-setting
conversations on a regular basis, but only 36
percent actually do. And, 28 percent say they
rarely or never discuss future goals and tasks.
* Seventy three percent want to have goal
review conversations, but only 47 percent
actually do. And, 26 percent say they rarely
or never discuss current goals and tasks.
Sixty-seven percent want to have
performance feedback conversations often
or all of the time, but only 29 percent actually
do. And, 36 percent say they rarely or never
receive performance feedback.
MANAGING MANAGEMENT TIME
When managers are asked what gets in the
way of productive one-on-one meetings, the
most common obstacle is time - a scarce
commodity in today's busy world. Yet those
who don't take time to manage time are less
effective at getting things done.
In a recent article for the McKinsey Quarterly,
"Making Time Management the Organization's
Priority," consultants Frankki Bevins and Aaron
De Smet point out that leaders often treat
time as though it were limitless.
on checking in at least every two weeks
- and even more frequently on near term
Bevins and DeSmet found that only nine
percent of the 1500 executives they surveyed
deemed themselves "very satisfied" with their
current time allocation. Less than half were
"somewhat satisfied" and about one-third
were "actively dissatisfied."
Create an easy way to discuss performance
and get feedback. A well-oiled feedback
loop keeps projects moving and saves time.
Performance travels along a predictable
development curve, starting with an
enthusiastic beginner stage, followed
by disillusionment, capable but cautious
skill development, and finally, self-reliant
achievement. Managers and direct reports
who have this common framework ahead
of time can identify and discuss where
someone is along their development
timeline. This makes it much easier for the
direct report to identify and ask for needed
resources or coaching.
WITH CLEAR GOALS.
MANAGING YOUR OWN TIME MORE
If you or others in your organization are
suffering from a time management problem,
here are three proven ways to improve your
Set clear goals and write them down. All
good performance begins with clear goals.
Research by Gail Matthews at Dominican
University of California shows that people
who write down their goals, share this
information with another person, and
send weekly updates to that person are
on average 33 percent more successful in
accomplishing their stated goals than those
who merely formulate goals.
Schedule time for a regular check-in. Set up
a regular check-in time with your manager
to evaluate progress toward your goals.
Create space on your calendar to celebrate
progress, identify trouble spots, and request
additional resources when necessary. Plan
T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 4 I WWW.TRAININGINDU S T RY . C OM/ MAGAZ I NE
INVEST IN YOURSELF AND OTHERS
Setting clear goals, writing them down,
prioritizing them and scheduling regular
check-in sessions with your manager to
receive feedback and discuss the resources
you need can help you deliver a high-quality
result, on time and with minimum stress.
Now, imagine helping to implement that same
plan for your team members and direct reports.
Do you think a system like this would help
them be more productive and less stressed?
To keep up with the speed of business today,
invest a little time up front. You'll be surprised
at the results this gets and the time it saves
down the road.
Scott Blanchard is a principal and executive vice
president of The Ken Blanchard Companies.
Ken Blanchard is the best-selling co-author of
"The One Minute Manager" and 50 other books
on leadership. Email Scott and Ken.
Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2014
From Where I Sit
Table of Contents
Guest Editor: Developing Emerging Talent Pipelines
The Inherent Inertia of Training
Stop Harping on Generational Differences
Learning to Live the Brand
Leading through a Merger and Acquisition
Organizational Change through Applied Learning
Influencing without Line Authority: A Key Skill for Virtual Project Managers
The Currency of Trust: The Difference between Flourishing and Floundering
Building Buy-in for Learning Investments
Sales Winners Sell Differently: How Selling Is and Isn't Changing
From Mind-Full to Mindful: The Intention/Instruction Intersection
The Implications of Organizational Forgetting
Casebook: ADP: Improving Sales Process Effectiveness
Sustaining Training's Impact
Managing at the Speed of Business
Becoming an Authentic Leader
Training Industry Magazine - Summer 2014