Now is the time for taking stock and looking at the year ahead. Early signs are 2011 will be just as challenging as previous years - if not even more so - no surprises there then!
Phasing out the default retirement age will make many business leaders reflect on the consequences of this huge change which, to some, does seem hasty. I highlighted some of the issues in my blog last September. Visit my website www.thebusinessandmanagementcoach.co.uk or email me barry@barryelliott.biz
Managing performance
Never has the performance of teams and individuals been more critical. Excellent communication and inspirational motivation are just two aspects of performance that will define success.
Both make demands of the individual which go way beyond the scope of management textbooks. We now know developing an individual’s people skills is as important - if not more important - than simply making sure they understand the role of management.
Goal setting:goal getting
Experience shows that a key reason for underperformance is a lack of understanding exactly what is expected of an individual. But the word itself fails to illustrate the often significant financial costs when performance drops.
Clearly set goals, with agreed systems for reviewing progress and agreement just how success will be defined, are essential.
Failure is tangible; the financial impact of productivity or quality problems is immediate. But other failures can be less tangible. Lower team morale, poor attendance and increased staff turnover all have a delayed, yet equally damaging, financial impact.
Asked what’s wrong, ‘communication’ is often blamed. But over and over again that just isn't the case. A failure to plan, implement and review is the underlying cause. Poor communication is only the symptom.
Oh yes; and a failure to involve the team. Hey! Not my words: theirs.
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