Staff Management The Expectations You Have Of Your Staff Have A Big Influence On Their Performanc-nvidia geforce gt 740m

Business Summary. In "Pygmalion" George Bernard Shaw wrote "The difference between a lady and a flower girl is not how she behaves. It’s how she’s treated." Alan Jay Lerner and Frederick Loewe based their famous musical "My Fair Lady" around Shaw’s concept. If it’s good enough for Lerner and Loewe and GBS, maybe you should consider the power of expectation. Expectation Defined. In 1929, most banks in the USA were solvent. Their customers believed differently. The customers expected to lose their deposits. They rushed to withdraw them. The banks couldn’t meet the sudden demand. They became insolvent. Expectation created action. Today we say, "Be careful, you might end up getting what you expect" That’s exactly what bank customers got in 1929! Hope and Expectation. "Hope" is not expectation. "Hope" describes what you’d "like to happen". We often confuse the two. To say that you "hope my staff will treat customers well" is a statement of preference: what you want to happen. To say that "I expect my staff to treat customers well" is a statement of intent: what you believe will happen. Effect On Staff. When you tell staff what you expect, clearly and unequivocally, you are setting performance standards for your people. There’s a much greater chance of getting what you want from your staff when they know exactly what you expect. Effect On You The Manager. To get what you expect from your people, you must provide the resources they need. You can tell your people that you expect them to be at work on time. But if your starting time doesn’t match public transport timetables and there’s no parking within a reasonable distance of your business, your staff will know that you don’t really expect them to be on time. Monitoring and Measuring. Set the standards. Provide the resources. Then monitor and measure. You can have excellent standards and superb resources. Only measurement will turn these into genuine expectations. If your staff know that their performance won’t be monitored and measured against previously stated standards, they’ll also know that you’re not serious about expectations. Staff Treatment. Managers who genuinely expect their staff to perform well consistently treat their staff as if they are successful. They do everything they can to ensure staff will be successful. To paraphrase GBS, "If you treat your staff like idiots, they’ll behave like idiots". If you’re "on their backs" all the time, looking for errors, they’ll make errors for you to find because they know you expect them. Conclusion. Set Standards. Tell your staff. Provide the resources. Measure the performance. Use praise and encouragement effectively. Make it clear that you really want them to be the best. Lead by example. Are you a Freddy who treated Eliza like a lady? Or are you Professor Higgins who still saw her as a flower girl? You may not quite reach the heights of success of "My Fair Lady". But you will have a hit on your hands. About the Author: ..leonnoone.. and they’re yours. I work with small-medium business managers to improve on job staff performance without using training. Article Published On: 相关的主题文章: