In my previous post, I provided five reasons a manager should keep a log that documents an employee’s behaviors and performance. The log does not have to be exhaustive, but having a log is better than not having a log. The easiest way to get started is to use a spreadsheet. If you can handle creating your own spreadsheet, here are the fields that you should add to the log. This is the beginner version. In my next blog entries, I’ll provide some intermediate and advanced fields.
Providing performance feedback is a neglected art in people management. In a prior article, I discussed how the more specific and more immediate the feedback, the more artful it is. Today, I discuss something that should be obvious but isn’t always observed when managers provide feedback: At least try to provide the correct course of action. This is the constructive part of constructive feedback.
Many managers seem comfortable saying that they don’t like the output, actions or performance of an employee. They may even believe that this qualifies as providing feedback. Here are some examples of some less than artistic “feedback” managers may give:
“You didn’t do it right. Fix it.”
“I don’t like it.”
“I don’t agree with this.”
“This isn’t what I had in mind.”
“This is all wrong.”
In this post, I continue to explore the tenets of the new field I’m pioneering, “Management Design.” Management Design is a response to the bad existing designs that are currently used in creating managers. These current designs describe how managers tend to be created by accident, rather than by design, or that efforts to develop quality and effective managers fall short.
So today’s tenet: Focus on basic tasks of people and team management, then move to style points
I introduce the concept of style points as a way of prioritizing what goes into creating great managers, and the steps that should be taken to get to the status of “great manager.” Style points are the flourishes that can be performed if you have successfully completed the fundamentals, the basics, or the preliminary tasks. Someone who tries to go for style points without having mastered the basics can look pretty foolish. Unfortunately, this tends to happen a lot with managers, both new and experienced. If you have ever rolled your eyes in response to a manager’s actions, then it likely he or she was trying get style points prior to having done something more basic.