Focus on these things to be more effective when it comes to raising standards for performance.
I think one of the biggest challenges managers of AEC firms face – whether they move into a different role where they presently work or take a management role in a new organization – is that of increasing the expectations for excellence in their people. It’s rarely simple!
“Corporate culture” has been defined as determining what behaviors are rewarded and what behaviors are punished in the organization. But it’s more than that. It’s a way of doing things. It’s the standards that are considered acceptable. It’s how people generally treat and interact with each other. And still more than that.
Here are my thoughts on what these newly appointed managers – whether they be from inside the company or out – can do:
- Set clear goals and measurable expectations. It all starts with the plan. New managers must develop a plan that defines specific, stretch yet attainable performance goals so people know what excellence looks like rather than leaving performance up to individual guesswork. Setting high goals encourages people to aim higher than minimum compliance.
- Establish performance standards as part of systems, not exceptions. Excellence thrives where systems give timely data and real feedback on progress, not just vague impressions of performance. A new manager’s job includes creating or refining systems that support consistent standards. What data will be tracked and reported?
- Take ownership of team performance. New managers must actively take control of who is on the team and who stays, rather than passively accepting poor performance or letting under-performers slide because replacements are difficult. This is rarely easy but essential! A good coach builds their team.
- Lead by example and model high personal effort. New managers who are disciplined, prioritize well, and work hard set a behavioral standard that communicates that excellence matters in practice, not just in rhetoric. “Do as I do and not as I say” is the single most important aspect of leadership.
- Confront performance issues immediately. Our readers probably already know how I feel about performance appraisals. New managers cannot wait for annual reviews; address underperformance right when it occurs with direct, constructive discussions so people understand where they stand and what improvement looks like.
- Communicate mindset and attitude expectations. A manager’s outlook shapes the unit’s culture; promoting optimism and purpose-driven expectations inspires people to push beyond baseline performance and adopt a growth mindset. New managers have to project optimism and possibility.
- Provide education, coaching, and support. Excellence isn’t automatic – ensure people have the training and tools they need to meet higher standards so that they are set up for success rather than left struggling without guidance. New managers have to figure out ways to provide this to their people. Again, not easy in our business where productivity is measured in billable hours and most management training is on the job versus formalized.
- Encourage accountability and ownership. Effective managers help their people take personal ownership of their work and results rather than just executing tasks; when people own outcomes, performance naturally rises. This takes developing real personal relationships with your people to be able to get this across.
- Recognize and reward excellence. New managers have to highlight success and reward those who meet and exceed standards, which reinforces the behaviors and expectations you want your unit to embody going forward. You can’t expect a 3% annual raise for a low performer and a 5% raise for a high performer to accomplish this. It takes bigger differences. And don’t forget to publicize and promote those who perform through every outlet you can, both inside and outside of the company.
- Develop leadership in others. A manager’s role includes coaching and growing future leaders – people who raise standards themselves – so the unit’s culture of excellence becomes self-reinforcing over time. Effective managers develop other managers. It’s a big part of the job for new managers who want to keep expanding their roles.
- Keep your boss informed. New managers who want to succeed need support from above. They shouldn’t forget to keep their boss informed on what they are doing every step of the way.
New managers who focus on these 11 things cannot help but be more effective than those who don’t when it comes to raising standards for performance. Heck, existing managers could benefit from focusing on these things as well!
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Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com. |