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Member You - Increase Business Performance by Setting Performance Standards & Expectations for Your Employees
What motivates somebody to set up a small business?You are often on your own, lacking a lot of start up money in hand, without the full set of skills to build your business and most often without sufficient experience of the competitive market you are getting ready to jump into.Regardless of all these barriers to launching a small business we still in confident, if not foolhardy, fashion.It is the basic desire of what we want that drives our inner-direction. If the basic desire is to reap a little money to add to our current earnings or actually to provide our main income then most people can start a small business and do justice to their hopes and dreams.It is when our wants become somethin
If it is not in writing, within one to two weeks everyone will be confused and uncertain. The focus, responsibility, resources, constraints, timetables and measures all need to be in writing. The purpose of doing this is to make sure the owner and employee are so clear on the goals and process that there is no confusion whatsoever. It sets everyone
Establish a monitoring method.
Make sure you get agreement on how the performance will be monitored and how frequently. In order for the process to go forward, the employee needs to agree to monitor their own performance, and the owner must agree to sit down and review it with the employee on a pre-determined schedule. Let them know upfront that if they get busy and start canceling meetings, performance will not improve and expectations will not be met. I recommend having the employee keep track of their progress in writing and advise the owner weekly. A simple weekly progress update is a win-win solution and can take as little as 5 minutes.
With the property market beginning to show signs of slowing, many investors are on the lookout for other investment opportunities. The stock market has tremendous potential for those who understand it, but some people still feel more comfortable putting their money into more tangible things. A concrete curbing business is one such alternative for those who are looking for a hands on investment.Concrete curbing businesses are beginning to establish themselves as good solid investments. Essentially, the business requirements are concrete, a concrete curbing machine and labor. The concrete is obviously only purchased as required and due to the simplicity of concrete curbing, very little instruction is needed, allow
So what are the factors that contribute to low performance standards and expectations?
Communication, or mis-communciation, is one of the major sources of low productivity. The messages that move between the owner, employees, managers and even customers are not understood in the same way. One classic example is that business owners tend to assume that employees and managers see things the same way they do.
Managers tend to lower their expectations (unconsciously) so that they will not have to confront employees. Most people dislike discussing declining performance with their employees, and so actively avoid having to do so by reducing heir expectations of what’s required.
Employees have a tendency to protect themselves from possible failure by pushing back on what is expected. They will often negotiate/bargain the job down to a more comfortable level.
Business owners often have difficulty separating what they want done from how they want it done. Telling employees exactly how to achieve a certain goal leaves no room for the employee to think or use their own initiative. Consequently they often stop trying to contribute and become ‘sheep” – just doing what they are told. In this catch-22 situation, the owner is forced into a position where they must constantly be telling everyone exactly what to do.
Some owners may not understand the concept of person/job matching, and so have the wrong people in the wrong positions. This situation can be extremely demotivating for the employee.
So how do you go about setting performance standards and expectations?
The owner and employee must collaborate together.
They must work together on the fact that the role the employee is performing can be improved in a way where everybody wins - the employee, the owner, and the business. When you teach the owner to collaborate with the employee, not only does the performance go up, but so does the morale.
Short term goals, or wins, must be established. 90-days is the ideal.
Set specific goals for the employee in 90-day increments so that there will be ample opportunity to monitor systems and progress, as well as to experience wins on a routine basis. Ideally, involve the employee in this goal setting process so they experience some control over their work.
Determine the strengths required to do the job well.
If the employee is going to be successful, the owner and employee must decide jointly what strengths are required, and how the employee is going to be able to apply their strengths. This is where having a good match between the employee and the job is so important. The boss doesn't have to figure this out on their own - the employee will probably already know what's necessary.
Set standards, and determine HOW they will be done.
Decide the standards that will apply to each activity, as well as how the standards will be achieved. Understanding the level of performance required gives the employee a sense of achievement - which is one of the key ingredients to achieving performance standards. This is true for employees at any level.
Establish communication agreements.
To ensure success, the owner and employee must decide at the outset how they are going to communicate progress (and challenges) along the way. Will it be day-to-day? Week-to-week? The minimum time frame is week-to-week. Less frequent than that and it all falls apart.
The employee decides how to achieve the desired results.
The owner will be present and participating for this part, but it is essential that the employee be leading the process in order for them to have ownership. Help the employee take responsibility for deciding how to accomplish the results. You may need to determine if the employee has the skills and development to do this. If they don't, provide maximum guidance to them.
Get it in writing.
If it is not in writing, within one to two weeks everyone will be confused and uncertain. The focus, responsibility, resources, constraints, timetables and measures all need to be in writing. The purpose of doing this is to make sure the owner and employee are so clear on the goals and process that there is no confusion whatsoever. It sets everyone
Establish a monitoring method.
Make sure you get agreement on how the performance will be monitored and how frequently. In order for the process to go forward, the employee needs to agree to monitor their own performance, and the owner must agree to sit down and review it with the employee on a pre-determined schedule. Let them know upfront that if they get busy and start canceling meetings, performance will not improve and expectations will not be met. I recommend having the employee keep track of their progress in writing and advise the owner weekly. A simple weekly progress update is a win-win solution and can take as little as 5 minutes.
Product naming is a key aspect of branding. The name you ultimately choose will reflect who you are, your company’s personality and vision. But more importantly, it must unforgettably embody the promise of your product’s main benefit to your potential customers. It can dovetail generically with your competition, but ideally, it should stand out from the crowd. Where to begin? Here are some basic guidelines.If the field’s too crowded, be uniqueMSN Search, Netscape Search, AOL Search, they all stayed in the same category, so you could play it safe and go with Stupendous Search or Super-Duper Search. This works for a time, but as soon as the field gets too crowded, you’ll be lost in the mush
Business owners often have difficulty separating what they want done from how they want it done. Telling employees exactly how to achieve a certain goal leaves no room for the employee to think or use their own initiative. Consequently they often stop trying to contribute and become ‘sheep” – just doing what they are told. In this catch-22 situation, the owner is forced into a position where they must constantly be telling everyone exactly what to do.
Some owners may not understand the concept of person/job matching, and so have the wrong people in the wrong positions. This situation can be extremely demotivating for the employee.
So how do you go about setting performance standards and expectations?
The owner and employee must collaborate together.
They must work together on the fact that the role the employee is performing can be improved in a way where everybody wins - the employee, the owner, and the business. When you teach the owner to collaborate with the employee, not only does the performance go up, but so does the morale.
Short term goals, or wins, must be established. 90-days is the ideal.
Set specific goals for the employee in 90-day increments so that there will be ample opportunity to monitor systems and progress, as well as to experience wins on a routine basis. Ideally, involve the employee in this goal setting process so they experience some control over their work.
Determine the strengths required to do the job well.
If the employee is going to be successful, the owner and employee must decide jointly what strengths are required, and how the employee is going to be able to apply their strengths. This is where having a good match between the employee and the job is so important. The boss doesn't have to figure this out on their own - the employee will probably already know what's necessary.
Set standards, and determine HOW they will be done.
Decide the standards that will apply to each activity, as well as how the standards will be achieved. Understanding the level of performance required gives the employee a sense of achievement - which is one of the key ingredients to achieving performance standards. This is true for employees at any level.
Establish communication agreements.
To ensure success, the owner and employee must decide at the outset how they are going to communicate progress (and challenges) along the way. Will it be day-to-day? Week-to-week? The minimum time frame is week-to-week. Less frequent than that and it all falls apart.
The employee decides how to achieve the desired results.
The owner will be present and participating for this part, but it is essential that the employee be leading the process in order for them to have ownership. Help the employee take responsibility for deciding how to accomplish the results. You may need to determine if the employee has the skills and development to do this. If they don't, provide maximum guidance to them.
Get it in writing.
If it is not in writing, within one to two weeks everyone will be confused and uncertain. The focus, responsibility, resources, constraints, timetables and measures all need to be in writing. The purpose of doing this is to make sure the owner and employee are so clear on the goals and process that there is no confusion whatsoever. It sets everyone
Establish a monitoring method.
Make sure you get agreement on how the performance will be monitored and how frequently. In order for the process to go forward, the employee needs to agree to monitor their own performance, and the owner must agree to sit down and review it with the employee on a pre-determined schedule. Let them know upfront that if they get busy and start canceling meetings, performance will not improve and expectations will not be met. I recommend having the employee keep track of their progress in writing and advise the owner weekly. A simple weekly progress update is a win-win solution and can take as little as 5 minutes.
The short answer is yes and no. Many people take personality tests such as the Myers-Briggs® to help them in their career searches. Here are some arguments for and against relying on such tests:On the "yes" side, it's a well-known phenomenon in the world of work that birds of a feather flock together. That means certain personality types congregate in higher percentages in some careers more than in others. For example, there is a personality type that is quite common among accountants. This is one reason we have jokes based on professional stereotypes. There are often many similar people in each profession, so jokes tend to reflect that majority.The reason personality types are attracted to differing
Short term goals, or wins, must be established. 90-days is the ideal.
Set specific goals for the employee in 90-day increments so that there will be ample opportunity to monitor systems and progress, as well as to experience wins on a routine basis. Ideally, involve the employee in this goal setting process so they experience some control over their work.
Determine the strengths required to do the job well.
If the employee is going to be successful, the owner and employee must decide jointly what strengths are required, and how the employee is going to be able to apply their strengths. This is where having a good match between the employee and the job is so important. The boss doesn't have to figure this out on their own - the employee will probably already know what's necessary.
Set standards, and determine HOW they will be done.
Decide the standards that will apply to each activity, as well as how the standards will be achieved. Understanding the level of performance required gives the employee a sense of achievement - which is one of the key ingredients to achieving performance standards. This is true for employees at any level.
Establish communication agreements.
To ensure success, the owner and employee must decide at the outset how they are going to communicate progress (and challenges) along the way. Will it be day-to-day? Week-to-week? The minimum time frame is week-to-week. Less frequent than that and it all falls apart.
The employee decides how to achieve the desired results.
The owner will be present and participating for this part, but it is essential that the employee be leading the process in order for them to have ownership. Help the employee take responsibility for deciding how to accomplish the results. You may need to determine if the employee has the skills and development to do this. If they don't, provide maximum guidance to them.
Get it in writing.
If it is not in writing, within one to two weeks everyone will be confused and uncertain. The focus, responsibility, resources, constraints, timetables and measures all need to be in writing. The purpose of doing this is to make sure the owner and employee are so clear on the goals and process that there is no confusion whatsoever. It sets everyone
Establish a monitoring method.
Make sure you get agreement on how the performance will be monitored and how frequently. In order for the process to go forward, the employee needs to agree to monitor their own performance, and the owner must agree to sit down and review it with the employee on a pre-determined schedule. Let them know upfront that if they get busy and start canceling meetings, performance will not improve and expectations will not be met. I recommend having the employee keep track of their progress in writing and advise the owner weekly. A simple weekly progress update is a win-win solution and can take as little as 5 minutes.
Linking and link exchanges are when two websites agree to display one another’s websites URL on their website. This usually happens o a specifically made page - The Link Page.Why Link Exchange?Links pages generally don't make great reading, their main purpose is to drive traffic and increase your websites popularity. They do this in an advertising promotion way. Visitors to other websites see your link and click on it. Your chances of this are increased if your link appears on a page with relevant information to your website content.But the main objective of links is for the purpose of search engines. Search engines count the number of links pointing to your website. They register each inbound link
Establish communication agreements.
To ensure success, the owner and employee must decide at the outset how they are going to communicate progress (and challenges) along the way. Will it be day-to-day? Week-to-week? The minimum time frame is week-to-week. Less frequent than that and it all falls apart.
The employee decides how to achieve the desired results.
The owner will be present and participating for this part, but it is essential that the employee be leading the process in order for them to have ownership. Help the employee take responsibility for deciding how to accomplish the results. You may need to determine if the employee has the skills and development to do this. If they don't, provide maximum guidance to them.
Get it in writing.
If it is not in writing, within one to two weeks everyone will be confused and uncertain. The focus, responsibility, resources, constraints, timetables and measures all need to be in writing. The purpose of doing this is to make sure the owner and employee are so clear on the goals and process that there is no confusion whatsoever. It sets everyone
Establish a monitoring method.
Make sure you get agreement on how the performance will be monitored and how frequently. In order for the process to go forward, the employee needs to agree to monitor their own performance, and the owner must agree to sit down and review it with the employee on a pre-determined schedule. Let them know upfront that if they get busy and start canceling meetings, performance will not improve and expectations will not be met. I recommend having the employee keep track of their progress in writing and advise the owner weekly. A simple weekly progress update is a win-win solution and can take as little as 5 minutes.
Have you ever wondered what you could do to make a difference with your business? Branding your business with a bold stroke of genius makes enough difference to change the direction of your company for the rest of time. If you’ve got the nerve…When my youngest daughter was about two, she went through a strange fashion phase and nobody has forgotten her Fashion Statements. She branded herself permanently with that unique take on style. With blonde curls swinging she pulled on her favorite hot pink and lime green sundress and knee high hot pink snow boots. No matter how many times I reminded her that she had hot pink sandals too, she would have nothing to do with them, because she preferred the snow boots.S
If it is not in writing, within one to two weeks everyone will be confused and uncertain. The focus, responsibility, resources, constraints, timetables and measures all need to be in writing. The purpose of doing this is to make sure the owner and employee are so clear on the goals and process that there is no confusion whatsoever. It sets everyone
Establish a monitoring method.
Make sure you get agreement on how the performance will be monitored and how frequently. In order for the process to go forward, the employee needs to agree to monitor their own performance, and the owner must agree to sit down and review it with the employee on a pre-determined schedule. Let them know upfront that if they get busy and start canceling meetings, performance will not improve and expectations will not be met. I recommend having the employee keep track of their progress in writing and advise the owner weekly. A simple weekly progress update is a win-win solution and can take as little as 5 minutes. A monthly sit-down, face-to-face meeting is a must also.
What are the benefits of setting effective performance standards and expectations?
Employees are energized and empowered to take ownership of their positions. Owners become energized and inspired, ceasing to lower expectations in order to avoid confrontation.
The productivity of the company goes up.
Everyone knows what is expected of them, which provides certainty to move forward.
This process, itself, opens new channels of communication between owners and employees.
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