Training Industry Magazine - May/June 2017 - 57

GEN WHY
MICHELLE EGGLESTON

THE QUEST TO REACH YOUR

FULL POTENTIAL
Employees need continuous development
and feedback to be successful. They look
to their employers to provide them with
the necessary tools and resources they
need to improve their performance.
Reaching your full potential is a two-way
street. Leaders must inform employees
on where they stand in terms of
their performance, but it is up to
the individual to take steps toward
improving their own performance with
guidance from their manager or mentor.
Interestingly, fewer than half of
employees know if they're doing a
good job, according to research by
Leadership IQ. In fact, only 29 percent
of employees say they "always" know
if their performance is where it should
be. That number is alarmingly low
and shows that managers are not
eliciting feedback as frequently as they
should be.

PERFORMANCE
IMPROVEMENT
IS A SHARED
RESPONSIBILITY.
Gallup research further reinforces
the bizarre lack of clarity around
performance expectations, finding that
only about half of employees strongly
agree they know what is expected
of them at work. So, if only half of an
organization's workforce knows what
is expected of them, then what is the
other half doing? That's a scary thought.

These individuals are essentially blindly
navigating the halls of your organization
without a clear sense of direction.
Leaders need to set the precedent
of outlining clear expectations for
employees. Annual performance reviews
are no longer cutting it when it comes
to employee development. Employees
need regular feedback, especially
feedback-hungry millennials. Whether
it's quarterly, weekly or immediate
feedback, employees need visibility into
their strengths and weaknesses. It's a
win-win situation for both the business
and the employee when all the cards are
on the table.
Overall, performance improvement is a
shared responsibility. While managers
hold a large amount of responsibility
in the development of their employees,
it is inevitably up to the employee to
want to improve and drive their own
performance. Here are a few steps that
employees can take toward achieving a
greater level of success.
* Goal Setting: Goals are essential to
being successful both inside and outside
the workplace. When meeting with a
manager or coach, employees should
discuss their career aspirations and chart
the skills and experiences that will be
crucial in getting there.
* Embrace Mistakes: While mistakes are
frustrating and often viewed as a setback,
they are actually a necessary evil to
establish perseverance and resilience in
the face of a challenge. Without failure,
there is no risk taking, and without risk

taking, there is no growth beyond the
status quo.
* Accept New Challenges: Always be on
the lookout for new opportunities to
improve and expand on your skills. This
could come in the form of learning a
new task, managing a project or peers,
or simply strengthening communication
and listening skills. Throughout the
workday, there are many opportunities
that arise to develop new skills.
* Training & Development: Employees
need to take the feedback they receive
from managers and seek development
opportunities whenever possible. If
organizations do not have any formal
training offerings, then ask to take
online courses through providers
like Lynda.com, Udemy or Coursera.
Learning can also come in the form of
peer mentorships, job shadowing and
social learning.
It is shocking to believe that half of
employees are utterly unaware of
their workplace performance. While
the blame is shared with managers,
employees also need to hold themselves
accountable for their own performance.
These statistics may also be indicative
that employees are not adequately
included in the goal setting of the
business. A high-performing company
culture must be one that is accepting
of involvement from employees versus
just doing a job. We need to develop an
inclusive culture that moves the needle
on performance.
Michelle Eggleston is the editorial director at
Training Industry, Inc. Email Michelle.

T R A I N I N G I N DUSTR Y MA GAZ INE - MIND THE GAP 201 7 I WWW . T RAININGINDU S T RY . C OM/ MAGAZ I NE

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https://www.leadershipiq.com/blogs/leadershipiq/fewer-than-half-of-employees-know-if-theyre-doing-a-good-job-1# http://www.Lynda.com http://www.gallup.com/businessjournal/195803/employees-really-know-expected.aspx http://www.trainingindustry.com/ezine.aspx

Table of Contents for the Digital Edition of Training Industry Magazine - May/June 2017

https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20201112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20200102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20191112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20190102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20181112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180102
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170910
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170708
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170506
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170304
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112_se
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20161112
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016sales
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2016winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015outsourcing
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015leadership
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2015winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2014winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2013winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2011winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2010winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009spring
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2009winter
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008fall
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008summer
https://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2008spring
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