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October 2007 |
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All 2007 we have been talking about your role in managing the performance/the contribution of your employees (Click here for previous issues). Leaders are accountable for the results of their direct reports. That is what leaders are paid to do. We have worked through a fair, rigorous performance management process; establishing expectations, training, providing rich recognition and careful constructive feedback. If the employee chooses to not meet, or can not meet the performance expectations, leadership is responsible to accept the facts and make the difficult decision. It is the right thing to do for the organization, the individual, your customers and you, yourself. How can you hire a person to do a job and then ignore whether he or she actually does it? There are other people who suffer the consequences of leadership not managing poor performance effectively. Co-workers. It is so discouraging for people who do a good job to see poor performance tolerated. The standard was just lowered. What is the point in going the extra mile? The Character Attribute of Courage is defined as: “I will do what I know is right, even when it is easier to follow another path.” www.charactercommunity.com. It takes courage to be a good leader. Client Snapshot Labatt
Breweries has been a client for approximately ten years. Some years
ago we were asked to create an “in-house” coaching program for front
line supervisors. The program was piloted in Halifax and since that
time has been routinely offered to leaders across the county.
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