Train Your Employees As A Team

Train your employees as a team. Each person may have been hired for a specific job that calls for specified skills. Great. But don't overlook the need for all your people to work as a unit. Skills, willpower, and teamwork combined are greater than the sum of each person.

Make or cause to be made a set of basic procedures for each job. See the post on desktop procedures for examples.

Switch out people. If they cannot accomplish the most basic functions then a bit of training is in order. I'm not advocating making each person replaceable by anyone else. Just be sure that the simple bases are covered.

Make rewards greater for results. Increase the rewards for team based events that get good results. Show your people that they could not have done it alone.

Set the example by obviously collaborating in win-win situations with other people at your level.

Teamwork means that your people can speak with your voice in your absence. That means that you can take the occasional vacation or grant days off.

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Technorati Tags: leadership, leadership tips, win-win, teamwork

Leadership Tip #4: Do Your Performance Evaluations Objectivily

Today's blog post is on employee evaluations. We are going to talk about a specific grading system. The system that would be best for you to use is the graduated scale. It is simple to set up, easy to flesh out, and almost automatic to use. It's possibly the best form of performance evaluation there is.

Imagine a 0 to 5 scale. Zero means absolutely unsatisfactory and five means absolute perfection. Both ends of the scale are very difficult to achieve. You'll be using this scale for employee evaluation against a set of standards you wish him or her to meet. Assume your employee is required to take an annual test. Assume he or she scored 83% on the test. Under this grading system their performance evaluation would be 83% of 5.0 or 4.15.

If you assign a project you will wish to assign grades to the project the same way. The first step is to assign the task so that all expectations are clearly met. Once you are sure of the task, you will want to ensure that it is prioritized properly. Finally, counsel your subordinate on exactly what constitutes a 5.0 under this grading system.

The five point scale is fairly common. The key is clearly defining each area as shown below. The level of detail in the rating description is totally at your option. Even so, I've always found that the more detailed the better.

0-1: Poor: Generally unsatisfactory. Document all instances of poor performance.
1-2: Below Average: Most people could have done a better job.
2-3: Average: This is the middle of the pack. The results have achieved the standard but are nothing above the norm.
3-4: Good to Excellent: This is where most employees should fall. They are above average and can be counted on to do their best. Here is where you should weight your performance evaluation standards.
4-5: Excellent to Outstanding. These grades should reflect that the employee is an excellent overall worker or the task was taken to the next level.

By setting up this grading system and using it daily the scheduled performance evaluation becomes a snap. All you really have to do is average them out. Look at the average and compare it to the standard you've set for each set of grades. Do a gut check. Let's say that your objective rating of a person is 4.0. If you get that little voice in the back of your head who says "nope, this person is better than that"; It's time to double check your grading standards and modify them so this person "feels" like a 4.0 as well as adds up to one.

The biggest advantage of using objective employee evaluations is that every person is graded firmly but fairly against a measurable scale. Using this approach will be especially valuable if an employee is less than a stellar performer and termination is a possibility. This grading system can forestall a lawsuit in some states.

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Leadership Tip #3: Quantify! Quantify! Quantify!

Quantification is todays Leadership Tips That Work topic. Todays organizations run on the numbers. As the leader, you need to get into the habit of reducing everything into numbers if at all possible.

Which scene below is more likely to succeed?

Jim wants a four person increase in the manpower for an ongoing project. At the weekly staff meeting, he explains the current status of the project.

• 18 percent complete
• 60 percent of available time used.
• 250K of the 700K budget committed.
• 4 people at 40 hours per week = 160 man hours per week added to bring the project in on time with a +/- 5% fudge factor.
• If he doesn't get the additional four people then the existing crew will have to go into paid overtime within six work days to complete the project on time without any fudge factor.
• The additional funds for overtime payroll are 17% higher than the additional four people at normal time.

Elaine is also leading a project team and needs four additional people. When questioned by the senior staff she explains that the project is "somewhere around" twenty percent complete. She "believes" that the four additional people will get the job done just in the nick of time. Currently, her committed budget sits "in the neighborhood" of 250K.

I hope that you can see in this extreme example that Jim went in with guns blazing and a bottom line attitude. Each number tells a portion of the whole story. The senior staff can easily follow the chain of logic and appreciates the methodical approach. Jim gets his people.

Elaine, on the other hand, is quite personable, but her casual approach doesn't convey a sense of being in control of a potentially explosive situation. Instead the staff feels that she is likely better off than she implies and may be padding herself to ensure overkill on resource allocation. She's no dummy and didn't get the job on her personality. However, she is told to carry on and bring back another report at the end of the week.

Numbers are what is left over as you distill everything down. Numbers force the leader to get past personality conflicts. Numbers require discipline. By consistently using a numbers method the following leadership tasks will be simplified and far more credible.

• Evaluations based on quantified data tend to be more fair, firm, and consistent.
• Budgets that are driven by percentages and tied to timelines show how much cost is driving the train.
• Minutes, Hours, Man-Hours, Days, Months, Quarters, etc. all tell a story and allow you to drill down to cause and effect.

Each item in the above list can be managed with a simple spreadsheet such as Microsoft Excel. In later posts, we will likely cover a specific "how to" approach. In most industries, there are cycles. In each cycle, there are lessons learned. By documenting and quantifying your information you can leverage each cycle and improve the next one. For just one example of how a spreadsheet can help, check this out.

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Technorati Tags: numbers, leadership, leadership tips, data

Leadership Tip #2: Build A Turnover File For Each Employee

The leader is responsible for everything in their area of control that is done or not done. With that in mind, Leadership Tip #2 advises you to build a Turnover File (TOF).

A Turnover File (TOF) is a document that standardizes the common tasks that go into a specific position. Think of it as a one-stop shop that will allow your team to take care of the routine while you are out performing other management or supervisor level tasks. Is Bob required to submit a report every week? There should be a "weekly checklist" in the TOF that highlights that requirement. Moreover, there should be a report template with sample data so Bob gets a clue. If you are using Microsoft Word then in the body of the TOF you can link to the online report. Using links within Word ensures that the document will be used instead of gathering dust. As an added plus, a document that is used daily gets updated and kept current.

TOF's were introduced to me while I was in the Marines. We would change duty stations and billets (jobs) every three years or so. This frequent personnel "turnover" required a central document that would allow the new guy to step in and at least be basically productive in a day or two.

Things to consider putting in a Turnover Folder:
 
This quote is official Marine Corps guidance. I found it very useful back in the day, and it will give you a great starting point. I translated a few terms and indicated my comments in bold red text. Of course, you will have to customize it to be a perfect fit to your situation. All of this was taken from here.

A turnover folder will include information about policy, personnel,
status of pending projects, references, management controls, functioning of
the section, and ways and means of accomplishing routine as well as infrequent
tasks. To be of any real value, turnover folders should contain, as a
minimum, statements concerning the following:

(1) Title of the billet. Job title.
(2) To whom the individual occupying the billet reports and incumbent
billets subordinate thereto. Who is your immediate supervisor and who, if any employees work for you?
(3) The mission of the billet (broad billet responsibilities).
(4) The functions involved in accomplishing the mission (principal
action taken). What general areas of responsibility does the person work in to meet the employers needs?
(5) Tasks and basic operations regularly performed in accomplishing
specific functions. Break down the areas of responsibility into bite size tasks.
(6) List of orders or other directives which are pertinent to the
billet. What references apply to the job and where can they be found?
(7) List of required reports, dates of submissions, and so forth.
(8) List the relationship with activities both in the official and
unofficial chain of command, including unofficial liaison and coordinating
functions. Brief statements concerning the type of matters on which these
agencies are consulted will be included.
(9) Personnel contacts within or external to the command, listing
telephone numbers and/or addresses. The purpose served by the contact should
be included.
(10) Miscellaneous information should be included; for example,
administrative or operational procedures peculiar to the billet, such as dual,
responsibility for certain functions or limitations in responsibility or
authority within particular functions. Included also should be any other data
which might assist a relief in carrying out their responsibilities.
(11) Past, pending, and anticipated projects should be itemized and
continually kept current. A short resume of past projects considered
unusually important, a status report of each pending project, with a brief
outline of project, and a brief outline of projects considered worthwhile for
future implementation should all be included.
d. Turnover folders should be arranged in such a manner as to permit ease
in changing those sections requiring frequent modifications; such as,
personnel contacts, projects, and references. The degree of detail is
flexible and is subject to the discretion of the organizational commander.

Finally, a proper turnover file will help you snap in a new employee and get them on the road to productivity far quicker than you realize. Your superiors will be amazed that each person in your charge has a "How To" book that ensures success.

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Technorati Tags: leadership tips, leadership, documentation, policy, procedures

Leadership Tip #1: Document! Document! Document!

A good leader understands the value of information. So this inaugural post should address the most important rule there could be. Document everything that goes on within your areas of control, influence, or concern. An exhaustive program of documentation will pay big dividends. In extreme cases, the job you save or the lawsuit you avoid might be your own.

Some things to document include:

• Dates and times you and your subordinates started and completed anything from routine tasks to complex projects.
• Time and content of all meetings and training.
• Any request that goes out beyond your authority.
• Notes, good and bad, on your subordinates' performance.

That list is nowhere near exhaustive. Use it as a starting point. Ask yourself if what you are doing will be a recurring task. If it will be, document it so you can show problem areas or progress. If you've ever had a person tell you one thing and do another then you'll understand the need to maintain a phone and email log. I prefer email since it provides a verbatim record.

If you are new at this, I suggest using a journal at first. Basically, it is a daily log of any pertinent facts and notes for each day. At the end of each week summarize the daily entries. At the end of the month summarize the weekly entries. Continue until you have yearly entries. I can't count how many times I had to use my journal to locate obscure notes. Once you are comfortable with journaling you will know which items are general and which to place in separate files.

Microsoft Outlook is an excellent tool for any leader. Be sure to check the built in tasking, calendaring, and journal functions in addition to email. In future posts, I will break each of these functions down and provide tips on their use. For now, here is an article to get you started with making a simple mailing list. Use this to pass the word to seniors or subordinates. We'll go into how to pass the word in more detail in another post.

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Technorati Tags: leadership, leadership tips, documentation, journal