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OT Managers: How do you hold your direct reports accountable?
Posted on 12/2/14 at 7:43 am
Posted on 12/2/14 at 7:43 am
I seem to struggle with this. My directs tell me what there plan is and commit to it, but when they can't follow through, I can't seem to figure out what I should do about it. It's almost like they tell me what i want to hear just so I'll leave them alone. what actions do you normally take to hold your guys accountable.
11
Posted on 12/2/14 at 7:46 am to finchmeister08
Performance counseling. Written. Consistent.
Posted on 12/2/14 at 7:47 am to finchmeister08
it depends on their reasons for not following through.
if something urgent comes up that redirects their attention, then you have to take that into consideration as to why they missed the mark.
if they are just not performing, then you need to consider makin an example out of someone using a progressive discipline system or something.
if something urgent comes up that redirects their attention, then you have to take that into consideration as to why they missed the mark.
if they are just not performing, then you need to consider makin an example out of someone using a progressive discipline system or something.
Posted on 12/2/14 at 7:48 am to finchmeister08
Hold a meeting with them and ask them why they think they didn't follow through. If you get them thinking about their own actions and why they didn't follow through on their own goals that they set, then that will teach them better than anything you can do. Don't be a micromanager
Posted on 12/2/14 at 7:48 am to finchmeister08
Maniacal rage and verbal abuse. You used to be able to whip labor into performing at a high level, then the unions pussified everyone.
Posted on 12/2/14 at 7:49 am to finchmeister08
I have my IT department block the TD website. It is amazing how much more productive they become.
Posted on 12/2/14 at 8:19 am to finchmeister08
(no message)
Posted on 12/2/14 at 8:20 am to finchmeister08
Define clear deliverables and due dates, and hold them accountable. If they are meeting their due dates then they are just doing the bare minimum, challenge them to get things done early and ahead of time, find their tipping point and keep them constantly challenged.
And aggressive performance management culture must also be supported by upper management, you will need to just enforce that your expectations are to be outperforming and better than other teams. However, this mindset also involves defining consequences upfront and following through with reprimands or whatever items you have set in place and are agreed by all, including upper management.
And aggressive performance management culture must also be supported by upper management, you will need to just enforce that your expectations are to be outperforming and better than other teams. However, this mindset also involves defining consequences upfront and following through with reprimands or whatever items you have set in place and are agreed by all, including upper management.
This post was edited on 12/2/14 at 8:24 am
Posted on 12/2/14 at 8:42 am to finchmeister08
People do what you inspect, not what you expect. You should require them to update you constantly on the progress they are making or challenges they run into. It is up to you to set a schedule for them and follow up to make sure that they are progressing. Go to them often for info and make sure that they realize that you are interested in making them successful. Recognize them for success and counsel them for failure. If they know you are watching, they should do what you require. If not, they will coast until the last minute. It is your job to keep them focused. Give them the freedom to work, but they should always know that you are there. Or, you could be verbally/mentally abusive and manage through intimidation. Just be ready for them to try to undercut you at every opportunity and know that you will have constant turnover because nobody wants to work for you.
Posted on 12/2/14 at 9:26 am to finchmeister08
quote:
I seem to struggle with this. My directs tell me what there plan is and commit to it, but when they can't follow through, I can't seem to figure out what I should do about it. It's almost like they tell me what i want to hear just so I'll leave them alone. what actions do you normally take to hold your guys accountable.
Define specific task, action items required, person(s) responsible and due date. Set a calendar reminder in Outlook for follow-up.
Inspect what you expect. If a team member lets you down, coach them in private. Failure to comply with your reasonable deadlines may require a verbal warning followed by an e-mail. Second failure may require a written warning. Third e-mail, rinse and repeat. Fourth time, there isn't a fourth time. Conversely, when an individual does very well, praise them in public.
It's not the people in your life that you don't fire that make your life as a leader miserable, it's the ones you don't. And if you can't change the people, change the people.
This post was edited on 12/2/14 at 9:27 am
Posted on 12/2/14 at 9:45 am to finchmeister08
Posted on 12/2/14 at 10:29 am to finchmeister08
quote:
I seem to struggle with this. My directs tell me what there plan is and commit to it, but when they can't follow through, I can't seem to figure out what I should do about it.
Do their plans have a completion date? If they don't then give them one. If they miss it, then hold them accountable with some real consequences.
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