Training Industry Magazine - Summer 2014 - (Page 53)

LEADERSHIP 2.0 MANAGING AT THE 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 corrections. 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 found that: * 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 projects. 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. ALL GOOD PERFORMANCE BEGINS WITH CLEAR GOALS. MANAGING YOUR OWN TIME MORE EFFECTIVELY If you or others in your organization are suffering from a time management problem, here are three proven ways to improve your effectiveness. 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. 53

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
What's Online
Company News

Training Industry Magazine - Summer 2014