They Won't Do It If You Can't See It

They Won't Do It If You Can't See It

I recently requested my client to provide me thorough descriptions of the behaviors he wanted his team members to exhibit when we were creating a customer service program. A little while later, he gave me a call again and said that the assignment was giving his department bosses a hard time. Although they were aware of the mistakes being made by the staff, they were unable to articulate what exemplary work entailed.
I know what you're thinking: "Where did he locate these managers? How could they not know what constitutes appropriate behavior? In actuality, such a scenario occurs frequently. Though they aren't always explicit about what they want their team members to do in its place, most team leaders know what they want their members to cease doing. By taking the actions indicated below, you will have a well-defined strategy to lead your team members to exceptional performance.

Describe What It Looks Like: You must be crystal clear about the behavior you expect from your team members. Imagine for a moment what exceptional performance looks like. Focus on the real actions that are being taken. Sayings such as "an excellent team member would have a good attitude" are inappropriate. That gives too much opportunity for misunderstandings. Pay attention to the actions. What actions might team members take if they had positive attitudes? What actions would they be doing, and how would they use their voices and bodies?
Select The Most Important Components - After you've made a list of the great behaviors, order them. Enumerate the most important actions that need to be completed without fail. Next, enumerate the second, third, and so on, crucial behaviors. You'll build a behavioural norms hierarchy.
Share Your Expectations: After you've identified the key behaviors, you need to let your employees know what's expected of them. Ineffective communication of expectations by team leaders is a major contributing factor to subpar performance. Most people aspire to do well. But what constitutes a successful work is highly subjective. You have to be very explicit about the conduct you anticipate. Give staff members the training they need to strengthen any areas where they are lacking.
Provide Feedback: Inform your teammates of their progress. Give constructive as well as favorable criticism. Don't hold off until the yearly review. Giving feedback ought to be an ongoing activity. Inform a team member if they are operating above average. Recognizing positive conduct is something we often overlook, yet doing so is a crucial part of the motivational process. Individuals enjoy being praised for a job well done. They are more likely to carry out the action again after receiving such recognition. Inform team members when their actions are not up to par. Once more, pay attention to the actions, not the character. Tell them what is expected of them and describe the inappropriate behavior. Acknowledge and commend the new behavior when they start acting in the proper manner.
Keep Including New Behaviors – It's time to add new behaviors to the anticipated performance level when team members master the essential ones. By breaking down expectations into manageable steps, it keeps employees from becoming overwhelmed. As they become proficient in the earlier abilities, it also enables them to taste the bliss of achievement.
As you oversee your team on a daily basis, keep in mind that they will never be able to do what you want them to if you cannot see it yourself. If you stick to this method, you'll find that you've assembled a high-achieving team that you can be proud of.
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