We are back with Part Three of “What Exactly Does a Management Consultant Do?” Here are the twelfth through fourteenth things I teach management teams and make it worth your business’ money and time to use my services.
12) Instruct management teams to abolish the annual performance review.
This is one of the more daring topics I teach management teams. Annual performance reviews tend to induce large amounts of stress and anxiety in people. In the employee’s mind, there could be a plethora of potentially disciplinary information the management team wants to share with the employee in those meetings, making it an immediate source of very real fear for the employee. What I recommend instead of the annual reviews is something simple: Give performance reviews in each moment. If there is a need to address a particular action or behavior in an employee, do not wait until it magically disappears. You have to take action, confront the employee, and then, this is imperative, encourage that employee with positive reinforcement to do what is correct and according to policy. Then, follow up with them. Tell them when you see they have acted according to your wishes.
13) Relay to leadership how to help each employee grow how they want to grow.
The desire to professionally develop oneself tends to subside once someone gets the job position he/she desires. However, when the dust has settled, an employee will begin to wonder, “How can I move up from here?” This is where professional development comes into play as a long-term mindset instead of sending employees to, say, workshops on growing as a professional here and there. As a manager, I will teach you have to have one-on-one professional development meetings with each of your employees, while helping you to achieve greater efficiency long-term, providing you with more free time to complete higher level tasks. It will also show the employee that they are cared for intimately by their company, giving them the charge to do better work and potentially inform your management team of skills or experience the employee has or is developing that could be used for the company’s benefit in the future that management would have otherwise never known.
14) Show leadership teams that they need to not only create plans of action, but also engage with employees about their pieces to the puzzle and how valuable they each are.
As a management consultant, I consider it my duty and charge to show companies how to inspire proactive action in their employees. To do this, I show management teams how to celebrate each employee’s work in front of others so that they shine and feel appreciated and seen. I show management teams how to make each employee feel like their work–or rather, their “piece to the greater puzzle” that is the company itself–is special, needed, and rewarded.
Do you have any challenges to my methods? Any questions or new ideas inspired by reading this blog? Tweet me @RickHevier to continue the conversation!
We are back with, “What Exactly Does a Management Consultant Do?” Below, see the eighth through eleventh out of fourteen things I teach my clients as a management consultant that make my service worth a business’ time and money.
8) Relay to leadership teams how to encourage improvement without instilling fear or anger.
Oftentimes, managers can get frustrated with how a team is meeting their objectives. They may see that employees are cutting corners, acting rude, demanding higher pay when it is not applicable, or simply skipping steps for lack of proper training or knowledge on the given subject. In high tension moments like these, it can be tempting for managers to intimidate, threaten, or even scream at employees. These methods are, frankly, bogus in my opinion. They may make your now frantic employee hop to his/her tasks in a quicker, more cautious and thorough manner, but that will only be for a short while. Long-term, the effects of instilling fear and/or anger in your employees will distance them from you and their job duties, encourage them to look elsewhere for a better career, decrease productivity, as happiness in one’s job increases productivity over 10% higher, and so on. As a management consultant, I will train you as a management team how to use positive reinforcement and competition with one’s past accomplishments to see long-term success for your company and your team.
9) Instruct management teams the value of having employees trade spaces.
When empathy is running low in your company, I will show you how giving your employees a day in someone else’s shoes will increase their empathy for their coworkers. Let’s say you have two departments switch for the day, with each department trying to do the work of the other’s. This will not only increase empathy in your company, but also spur on positive and uplifting conversations between employees.
10) Teach leadership teams to create specific, measurable, agreed upon, realistic, and time-based goals for their employees instead of sharing objectives.
I also teach the foundations of how to communicate desired goals in a way that meets all your standards and vision. By teaching how to create “S.M.A.R.T.” goals, as well as communicate them effectively to your team, your company will be working well like never before.
11) Show management teams how to take away the common problems each employee faces in his/her position.
By teaching management teams the pros of active listening, I teach management how to truly care about and listen to employees and foresee potential needs they have, as well as problems they thoroughly communicate. This creates not only a confidence in your team that they can trust in and rely on you, but also an atmosphere in the office where complaining is not necessary, as employee’s management teams actually care about and act on their concerns and inquiries.
Come back next week for the final piece in this series–Part Three–on, “What Exactly Does a Management Consultant Do?” Make sure to follow me on Twitter @RickHevier for management tips, tricks, and news in the meantime!