“Creating High Performers: 7 Questions to Ask Your Direct Reports” by William Dann (Growth Press, $12.95).Outstanding managers create a “productivity partnership” with and among their staff. Productivity increases as communication increases. Asking versus telling shows a manager’s interest in learning more about an employee’s perspective. When employees know that their opinions are valued, engagement increases, […]
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“Creating High Performers: 7 Questions to Ask Your Direct Reports” by William Dann (Growth Press, $12.95).
Outstanding managers create a “productivity partnership” with and among their staff. Productivity increases as communication increases. Asking versus telling shows a manager's interest in learning more about an employee's perspective. When employees know that their opinions are valued, engagement increases, as does teamwork and mutual trust and respect. Dann's “7 Questions” provide a template for managerial communication that enables a manager to increase productivity by merging various perspectives into common team goals. While all seven are important, the first three questions eliminate confusion about the “what” and “how” of the job and the team. If the team isn't on the same page, productivity can't be optimized.
1. “What are your expectations and priorities?” The answer deals with “what.” You'll find that your direct reports have numerous expectations and priorities — some of which may not be in synch with those of teammates. It's up to the manager to connect the dots that integrate job purpose and job processes with the measurements of team's end results and individual performance.
2. “Are your performance standards clear?” The answer deals with “how” of execution. Based upon the manager's knowledge of how the department works and with other departments and stakeholders, the employee gains an understanding of how the business does business.
If the answer is “no,” the manager must explain the standards and the reason they were established. Even if the employee answers ”yes,” the manager should continue the conversation by asking some clarifying questions that deal with handling job-specific situations.
3. “Are you receiving timely feedback?” Employees need feedback on work product continuously. Using the agreed to standards and input from others with whom they interact, let them know how they're performing. Regardless of performance level, ask them what you can do to help them achieve even better results, and what impediments they encountered when doing their jobs. Acting on their feedback provides the path to continued engagement.
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“Peter Drucker on Consulting — How to Apply Drucker's Principles for Business Success” by William A. Cohen (LID Publishing, $29.95).
While the book targets the business consultant, one chapter, “How Drucker Used Ignorance to Consult in Any Industry,” has value for any decision maker faced with change and strategy choices. Here's a synopsis:
“Approach problems with your ignorance and not what you think you know from prior experience.” Using the past to create the future won't work well because tomorrow always presents a different set of variables (e.g. access to capital and other resources, consumer demography, competitive situation, economic/regulatory environment, etc.) affecting execution.
Proceeding from “ignorance” allows decision makers to explore what they don't know. “Ignorance” starts with problem definition because finding “the right answer to the wrong question” won't yield a solution — and wastes time, people resources and money. Too often, the symptoms are defined as the problem — when they're actually the results of the problem.
Cohen believes that a one sentence definition “beginning with who, what, when, where, how or why” works the best because it provides focus for inquiry. The statement provides direction to the internal and external processes of identifying potentially valuable information, finding its sources and developing alternatives.
While this process starts with the left brain (logical) approach, the right brain (creative/intuitive) plays a role in organizing, analyzing the information acquired and making a decision. The creative/intuitive side plays “what if.” Its aha-moment often arrives away from the pressure of time and the distractions of the workplace and life. By creating a block of time (i.e. before going to bed, on your daily commute) to focus solely on the information and alternatives, unique insights and answers often materialize.
Key takeaway: “You can't get 'there' until you know where 'there' is.”
Jim Pawlak is a nationally syndicated book reviewer.
