Help employees reach goals
Although employees are responsible for setting and meeting their own goals, your support can make a big difference. You’ll help them more by setting an example and offering subtle pointers than by dragging them in the direction you want them to go.
If they’re falling off track, the solution must start with them — as in every other step of the employee-centered process.
“You ask them first because they’re the responsible
party,” Cox says. “Trying to solve problems of other people is the wrong way. Before you say, ‘Let me help you do this,’ you’ve got to see what they’re willing to do to help themselves.”
First, remind employees that they said their goal was important for a reason. Ask if that really is still important or if it needs to be modified. Also investigate whether something else is going on to keep them from achieving it.
You should be more like a guide than a dictator. So even if you’ve observed their inadequacies, you’ve got to give them the first shot at improving their performance.
“You can observe all you want and tell people what’s wrong, but until they believe and buy in, you’re going to have a difficult time changing them,” Cox says.
Realize that it’s often hard for people to admit weaknesses, so it may take some coaxing. That’s where your example can set the pace.
“The first way to improve is to acknowledge that we need improvement,” Cox says. “I will always say I need improvement in several areas and I’m working on it so they will get a sense that … it’s OK to seek and need and want help. But you can’t say, ‘I’m not good,’ and just leave it there. You get better at it.”
To show your support for the second half of the equation, you can walk the path toward improvement alongside them.
“You do the same things you ask them to do in training,” Cox says.
And he does.
During cold call training, for example, he’ll grab a telephone and a list of unfamiliar names and start dialing. Not only will employees learn from your approach, but the simple fact that you refuse to watch from the sidelines will both encourage them and gain their respect.
“I make it clear [that] I don’t like this. Particularly at this stage in my career when I don’t have to do it, it’s even more difficult,” Cox says. “But I’m going to give what I command so that I can command what I will.”
