Managers and business owners are investing too much effort in trying to improve the performance of their employees. Many managers believe that by training employees, telling them how to behave or even threating them with the firing – performance will improve.
A successful manager focuses on the strengths and not their flaws. While it’s possible to work around weaknesses sometimes, you cannot make someone what they aren’t.
I started lessons years ago to improve my game. One of my friends and I went to a nearby country club with a professional coach and golfer. It was very helpful and it helped me improve my game. Robin, Robin’s friend didn’t have a clue. He couldn’t even hit the target, no matter what pro said.
ball.
Robin could have taken a hundred lessons, but I’m not sure he would’ve been able to complete a round in two days if you threatened him with a gun. Robin is successful as a lawyer, but he isn’t a good golfer.
If you find a salesperson on your team that isn’t selling or a production engineer not meeting his sales targets, you need to decide. Are they not producing due to lack of ability, training needs or because another person is available?
reason?
In my book, you can find out more about coaching or other causes of nonperformance. “How to get more Sales by Motivating your Team”However, it is important to realize that an individual might not be capable of performing the task.
You may hear them say they are capable of doing the job, but I have seen people who weren’t qualified for the sales job, doctors, plumbers and lawyers, and who also had the wrong job.
You need to get those who aren’t capable of doing the job in a position they can or out of your company.
Three companies I managed were my first. Each time, the team I took over didn’t know how to handle their job. I would usually see three groups of people within the team: The first were the “good guys,” the ones that I trusted could complete the task and didn’t mind me asking.
These people needed some guidance and a lot of attention.
Third, those who didn’t possess the necessary skills and characteristics for the job were not the right people. I couldn’t help but notice that no training or any other assistance would make this better. I found that they were not happy at work because of their failures.
Sometimes it’s all too tempting to move to another role.
You are saying: “easier said than done Alan”And you are right. However, a great manager must address these issues in order to benefit the entire team as well as the business.
A successful manager focuses on his strengths and not his weaknesses.
You must give feedback to your employees on both their strengths as well as their weaknesses. But these shouldn’t be weaknesses the person can fix.
You waste your time trying to find weaknesses. It’s not easy for some people to build relationships with their customers.
Other people can’t work as fast or write as many reports as they need to.
Giving feedback to employees on their strengths, and how they can be developed further will make you a more productive manager. Managers spend a lot of time working with their team to fix weaknesses. Managers don’t always have the ability or time to provide feedback.
strengths.