Performance Expectations-Part Two

How do you get from a state of chaos to one of high performance?  You do this through the correct use of performance expectations.  This involves establishment and monitoring of expectations.

Careful establishment of expectations is important.  If just pulled from the air, people will know there is no connection between the goal and your expectations.  Set too rigidly, expectations will not be met and people may feel discouraged.  Employee engagement will be decreased.

As an effective leader, you want to check the “non-negotiables” you have.   These are foundational expectations, laying the footings for the building of high performance teams.  They are basic expectations that are almost “unwritten and just understood”.  Examples can be “treat others with respect”, “report dangerous conditions or actions”, “share team roles”, “participate in team problem solving actions”.  Non-negotiables improve the stability of a company.  When these expectations are automatically met, employees’ efforts can be directed toward specific expectations you set that require discipline and drive people to greater performance.

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Performance Expectations

RESULTS!

One of the ways a leader demonstrates competence is through the achievement of results.  In his book Leading at the Speed of Trust, Stephen M.R. Covey says that credibility is composed of four cores:  integrity and intent (part of “character”); capabilities and results (part of “competence”).

Achievement of results is one of the cores of competence, which is part of credibility, which provides the foundation for trust.  Without trust, a leader is just taking a walk.  There are no followers.

So to improve leadership skills and the influence you have on people, check your “results record”.  What are your “numbers”?  What outcomes have you achieved through people?

Notice that I said “achieved through people”.  Good leaders achieve results through people.   Leaders don’t meet that production deadline all by themselves.  Leaders don’t develop a new program which nets hundreds of thousands of dollars all by themselves.

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Vision-Clarifying and Communicating-Part Two

Maybe you created a vision just for yourself.  Maybe your vision involves other people.  Maybe you have several visions, covering both individual and others.  Any way you slice it, you still need to communicate your vision.

If you communicate your vision(s), two things happen.  One, others can assist you in its achievement.  And we really do need others to assist us.  We live as interdependent beings, relying on others for support and ideas.  Two, others will hold you accountable.  While sometimes painful, being held accountable does help us grow to our future vision.

If your vision involved others, these two are very important.   But a third importance for communication also emerges.  If you want others to go with you, not just support you but actually be by your side, you must tell them where you are going.  Imagine saying, “I am going on a journey and want you to go with me.  The trip will be a long one.  I am sure of that.  However, I’m not sure how we will get there, but I’ll know it when we are.   And, the GPS screen will be pointed in my direction only.  We will stop when I think it is time, but I don’t want any requests from you.  We will nourish ourselves when I think it is necessary and in the manner I choose.  Any references to the Golden Arches and Casey’s will be ignored.  And, I’m not quite sure what you’ll do on this trip, but it will be an effort somewhere in between napping in the car, changing a tire, and pushing the car if we run out of gas.  OK, now, who’s with me?  Let’s go!”

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