Executive Development

By Wayne Outlaw

Recently, when conducting an executive retreat, many of the participants found that they were guilty of a common failing.

They were surprised because their perception was that employees were happier than they really are.

More importantly, they felt they were communicating well, but the employees felt differently.

A 360 degree feedback survey, which was conducted prior to the retreat, probed questions of how the executives communicated, how they interacted with others and how often they praised and rewarded individuals for good performance. The executives received confidential, anonymous feedback from their peers and subordinates, as well as an assessment by their supervisors.

For a number of executives, to say the results were a shock would be an understatement. Many felt they were praising and communicating well with employees. The survey pointed out a lack of communication in certain instances.

Not only did the lack of communication de-motivate employees, but it also eroded trust.

This experience points out a common failing of executives. Many think that effective, highly motivated, mature individuals don’t need positive praise or reinforcement.

Some mistakenly feel to get the best from employees they must constantly challenge or push individuals to reach their potential. Some high performers may be their own greatest critics and continuously strive to achieve new heights. Even high performers need positive reinforcement and recognition from their superiors.

Recognizing and acknowledging what someone does well does not lessen their motivation or cause them to become content with their current performance level. In most cases, it actually increases the individual’s desire to excel.

A key performance principle is, “What gets rewarded gets repeated.” Are you rewarding what you want repeated?

A key leadership principle I stress during workshops and in publications is, “Performance should never be a surprise.”

If individuals are performing poorly, they should know it. They should know what must be done to correct the situations and how long they have to correct the problems. If individuals are performing at high levels, they should be aware of this, too.

Take the time to give employees feedback on their performances. To make performance feedback meaningful, it is important to tell the employees specifically what you expect. It is difficult, if not impossible, for an employee to fulfill vague, ambiguous or un-communicated expectations.

Take the time to meet with each employee periodically and explain exactly what is expected of the person in the current position. It is appropriate to expect more results as employees learn and develop more experience in a situation or job.

How do you find out how people really feel? First, take the time to ask. Also, tell them you really want to know. Learn to ask specific questions such as, “What do I do that helps you?” “What do I do that hinders you?” “What would you like me to change?” “How could I improve?” “What do you wish I would do differently?”

Assure the person you really want to know the truth and need him or her to be candid. Be prepared to hear something you might not like. Don’t react emotionally, but simply acknowledge what the employee says and express your thanks for the honestly. Resist the temptation to explain, rebut or justify your actions. If you succumb to these temptations, you may not get the real information in the future.

An executive interview by someone at least one level above the individual can go a long way in helping everyone in the organization really know what is going on.

The executive interview does not talk about the employee’s performance, but simply probes how the employee likes the work and co-workers, and it also looks for things you, as an executive, should be aware of to avoid being blind-sided.

Don’t make the mistake of only addressing performance deficiencies or focusing on what is wrong and ignoring how people feel and what is going on. Recognize and praise a superstar’s performance as well, even if that level has become customary or routine for the individual, because without rewards or reinforcement it could easily drop. Take time to really listen.

It will improve your knowledge and build trust.

If more frequent, open communication doesn’t resolve the need to know what is going on, resort to more formal means, such as an anonymous 360 degree feedback survey.

Wayne Outlaw is a speaker and consultant. E-mail him at wayne@outlawgroup.com.

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