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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 7:51 am to Displaced
Consistency among all reports. Have a detailed order of accountability for not meeting goals. If there is extreme reasoning for not meeting goal you can handle that as a one off but be careful what you allow as a pass.
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 8:45 am to CadesCove
The micro manager thread.
Kills moral and productivity in work place.
Kills moral and productivity in work place.
Posted on 12/2/14 at 8:50 am to TIGRLEE
Not if you do it right. You have to set goals and hold them to the goals. Other than that, let them handle their business and give them support when needed. But, they have to understand that you need to see results.
Posted on 12/2/14 at 8:54 am to CadesCove
Documentation is key.
Posted on 12/2/14 at 8:57 am to seawolf06
Motivate, documentate, terminate. 
Posted on 12/2/14 at 9:04 am to seawolf06
quote:
Documentation is key.
Give regular counselings in writing to document performance. Make sure the good performers see their work reflected come raise time, and give more leeway for time off or whatever other incentives you can give. Underperformers should see your review of them in writing. It doesn't have to be harsh, but it needs to be on paper.
Posted on 12/2/14 at 9:08 am to HoustonGumbeauxGuy
quote:
challenge them to get things done early and ahead of time, find their tipping point and keep them constantly challenged.
You sound like a joy to work for....
Posted on 12/2/14 at 9:13 am to Tiger JED
use primavera or some other project management software to keep track of dead line dates and specific tasks
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 9:32 am to CadesCove
quote:
Motivate, documentate, terminate.
This. If you can't do your dang job to my satisfaction, there are plenty of other people I can bring in who can.
Posted on 12/2/14 at 9:35 am to Will Cover
quote:
Define specific task, action items required, person(s) responsible and due date. Set a calendar reminder in Outlook for follow-up.
My Outlook sounds like a slot machine every day. I am a following-up MFer. And my people know it. That means I no longer have to drag stuff out of them. They expect me to come asking and are prepared. I now have a culture of accountability & my life, and theirs, is now easier; because we know what is required to be successful.
quote:
If a team member lets you down, coach them in private.
Critical
quote:
when an individual does very well, praise them in public.
Just as critical.
We manage in a very similar way. I'll bet you do well at your job.
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