the People Plan- Solving Your People Pains

Total Reward #13- Supervisors

Supervisors—you can’t fire yours, but you certainly can leave them…

The topic of the supervisor- employee relationship has been researched and written about since “industrial psychology” started as a field. A recent book title summarize the importance of this dynamic in retaining and engaging employees, “People Leave Managers, Not Organizations.”

How many times did you come home from work and shared your frustration with your manager to friends or family? If this continued, was this a factor in a new job search?

Okay, you say, good supervisors are important, but what is the real impact of a great one? Perhaps you have a few good ones, and few okay ones and only one that is really struggling to connect with her staff and/or achieve important results.

Consider these findings from Zenger Folkman group (see charts below):

  • The best leaders had more than twice as many committed and engaged employees
  • The worst leaders had more than four times as many employes thinking about quitting
  • The best leader’s team had almost twice the customer satisfaction levels
  • The best leader’s team in a sales study had almost 10 times (!) the sales compared to the worst leader’s team and about 50% more than the average leader’s team

What makes supervisors “multipliers” or “diminishers”—read Zenger Folkman article that lists the key “fatal flaws” of managers


Filed under: Engagement, Recognition & Rewards, Total Rewards Series, , , , , ,

Moving your Rocks before Christmas- Six Steps

95 days until Christmas…

If you are like most small business owners and managers, you started out 2012 with awesome plans:

We want to grow our business, install that new computer program that will save us time, survey our customers and improve the service they get, (insert your goals here)!

How did these work out? Did your company move those “rocks” to improve your revenue, profits, customer satisfaction? Or did you and your staff get bogged down in the day to day of the business?

First, don’t despair—you still have a bit more than 90 DAYS left this year to work on one TOP ROCK before the holidays.

Secondly, don’t blame yourself, blame your People systems. (Most) employees do not miraculously take your good idea, find a solution to best achieve the goal, and the run with the ball until the touchdown is scored. (If you have someone that does this, congratulations!)

The solution:

Change your Culture to one where your People focus on doing more than just their daily “job”:


You need more than a one day strategic planning retreat or manager training, you need to implement the People systems that:

  1. focus the entire organization on priority goals
  2. identify the ROCKS it will take to achieve those goals (one per quarter)
  3. assign specific action steps to individual employees (delegate!)
  4. coordinate and monitor everyone’s efforts and deliverables to achieve those important ROCKS
  5. hold people accountable to complete their assigned responsibilities
  6. learn and improve the process

Most employees (and managers and owners) find themselves on the hamster wheel each day, taking care of customers and having meetings and putting out fires. Then each quarter passes while we wistfully think about all those projects on our “wish list.”

You have to expect every employee to contribute to implementing projects and solutions for process improvement. You need a management process and rhythm to let people know “what else” they can do and get them doing it.

How do you start?

Step One- Define your Strategy and Goals- Mastering the Rockefeller Habits is a good resource to identify your 5 year strategy and one year goals.

Step Two- Design, Define and Implement the 6 steps above that will change your organization’s habits to align everyone with achieving your goals

If you are in the Buffalo area, we are offering a three night workshop (Oct 3, Oct 17, Nov 14) to develop your People Plan™ that will put People systems in place to achieve your ROCKS.

Filed under: Performance Management, Strategy & Alignment, , ,

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