My Top Ten Idiotic, Motivation-Killing Statements


businessman rating

Here are my top ten idiotic, motivation-killing statements.

If I gave you a “five,” you wouldn’t have anything to strive for.

You haven’t been here long enough to get a “five.”

I don’t give “five’s.”

HR requires that I write a justification if I give you a “five.”

Our policy discourages high ratings.

If I gave you a high merit increase, you would think you had it made.

Never let them know you are satisfied with their work.

Others might be envious if I gave you a big increase.

Yes, you did a good job, but this was a team success.

I know your attendance is perfect but we can always do better.

Effective leaders delight in awarding their best producers with high appraisals and merit increases.  The result is:  high producers strive even harder.

While lesser performers may publicly whine and whimper about their modest increases, they will learn that to get more they have to produce more.

Withholding rewards from high performers based on fear of losing commitment or upsetting slackers makes about as much sense as the late Yogi Berra saying, “No one goes there nowadays; it’s too crowded.”

 

Continuous Coaching on Employees’ Weaknesses Frustrates Everyone


Max, a new supervisor, said to Jamison, a well-trained and experienced employee, “Your work is good but the metrics show that it takes you too long to complete your tasks.”

“I like to be very careful,” replied Jamison.  “I don’t release my work until I know it is right.”

“I appreciate that but I don’t think you need to spend time verifying information that has already been double-checked and approved.”

“I just like to see for myself.  I don’t always trust what I get.”

“Sometimes I see you completely redoing a task that is already in compliance with customer specs.”

“I want to make sure that customers get my best work.”

Becoming irritated, Max said, “You are making it hard for others to complete their tasks on schedule.”

“They should concentrate on their work and not worry about me,” replied Jamison.

The more leaders focus on fixing employees’ weaknesses, the more frustrated everyone becomes.

According to Gallup Surveys, continuous coaching on employees’ weaknesses creates frustration, anger, de-motivation and resentment.   After employees have had sufficient training, if their overall work is acceptable, it may be better to realize that not all will be superstars.

 

Four Actions to Consider Before Adding Headcount


We are running forty days behind plan,” complained Jeremy the plant manager. We’ve applied lean manufacturing concepts. We’ve reduced cycle time.  We’ve maxed out overtime.  Our only hope of catching up is to add people.”

“How many?” asked the site manager.

“At least thirty full-time plant workers.”

“How long to catch up after we get the thirty on board?”

“Should be meeting schedule in about four months after all are hired.”

After considerable debate, the site manager reluctantly agreed to add thirty employees. Fast forward six months. The additional wages and benefits spiked labor costs. And the plant is still forty days behind.

An influx of new people almost always challenges quality and safety practices, teamwork suffers, meeting time increases, decisions drag out, disruptive behaviors surface, and customer and vendor coordination requires more time.

Before adding headcount, in small or large segments, consider four actions.

1. Replace inadequate producers who have been given several chances.
2. Remove support personnel who are not critical and replace with operators.
3. Eliminate bureaucratic approval processes that bog down decisions.
4. Evaluate supervisors and replace those who are not effective leaders.

Should you still think you need to add employees, be deliberate and select carefully.

 

Can We Just Eliminate Annual Performance Appraisals?


“Over my career,” a manager confided, “I’ve done hundreds of annual performance reviews.  I can’t remember the last time that an employee made significant and lasting behavior changes as a result of one.”

Another manager reported, “We had so many complaints about our appraisals, we appointed a task team to develop a new form.  After many hours of deliberation, followed by training on the new process, we rolled out the program.  Everyone was excited at first; but after a year, complaints whelped up again.”

“I spent hours preparing data to support my ratings,” said another.  “I don’t think it helped at all.  Employees who disagreed still argued and whined about low ratings.”

No one pays attention to annual appraisals until they do.  When managers become unhappy with an employee, the appraisal emerges as documentation to justify termination.  Employees know this.  That is why many get defiantly defensive about low ratings.

For these reasons, Deloitte, Accenture, Gap, Lear, General Electric, and many others have dropped their annual appraisal process.

I think brief, monthly employee reviews are less stressful and much more meaningful than annual appraisal rituals.  Consider questions like, “What were your two most important achievements last month?  What are you planning to focus on next month?”

Confirm what you agree with.  Discuss your disagreements.  This approach is quicker, less stressful and more meaningful.

 

You Are Only as Good as Your Team


At the time Helena was promoted to supervisor, the crew was successfully assembling about thirty vacuum cleaner components per shift—the lowest among twelve teams at three different sites.

“I knew I had to do something,” said Helena.  “I began coaching our slower, mistake-prone employees.  Most appreciated my help.  We did reduce our rework a bit and assemblies increased to about thirty-three per shift–still way to low.”

Eventually, Helena extended her training efforts to all employees.  Most seemed thankful but production remained flat.

Next, Helena began strictly enforcing attendance policies.  “Some employees grumbled,” she said.  “A couple quit. Four weeks later we were producing only about thirty-five assemblies per shift.”

“Having run out of options,” Helena lamented, “I bit the bullet and released two of my lowest performers.  I felt bad.  I knew they had bills to pay but they just couldn’t do the work.”

Over the next few months, Helena replaced more low producers with better workers.  Production quickly improved to forty per shift.  And after two more months, Helena’s team set a company record of fifty-two units.

As Dominique Wilkins, the former NBA basketball great said, “You are only as good as your team.”

To Get “Buy-In,” Ask People To Do What They Are Capable of Doing


Shortly after Julie Walsh assumed the role of plant manager, she discussed with her front-line supervisors the need to reduce rework.

“During the last three quarters,” Julie announced, “only about fifty percent of our product passes all inspections on the first effort.  I think we need to get this down to ten percent by the end of six months.”

“That’s too much,” responded a supervisor.  “We won’t get buy-in from our employees.”

“How do you suggest we get buy-in?”

“Well, I think we need to discuss these metrics with the employees and get their suggestions on what is realistic.”

“Based on my experiences, with the changes we are implementing, I believe this is realistic.”

“You may think the goal is realistic, but I’m not sure our employees think it is.”

Push back is common when leaders ask employees to step up their performances.  Many leaders respond by asking employees for their opinions.  This usually results in some haggling followed by an eventual compromise and grumbling on all sides.

Leaders, in my view, have a good idea of what their people are capable of achieving.  When leaders’ and employees’ perceptions differ, as they often do; I say leaders should stick with their opinions.

At the end of the period, we may hear from employees, “I didn’t think we could do it.”  From leaders, the winning comment is, “I knew you could.”

Avoid Complaining, Explaining and Blaming


During a regular monthly meeting, the general manager (GM) prodded division manager Darrel Winston.  “Darrel,” said the GM, “your actual- to-planned revenue is underwater.”

“I know,” complained Darrel,” I’m dealing with some new customer contacts and they are questioning everything.  Every time new people come on board, they think they have to rework our agreements.”

The next month, Darrel is behind again and he explained, “Well, it took me awhile to reassure my new contacts.  That has caused a delay in approving shipments.  I think my numbers will look pretty good next month.”

But Darrel’s numbers did not look so good the following month and Darrel blamed regulations.  “The new environmental regulations are ridiculous.  I’ve spent a full two weeks compiling data to meet some bureaucrat’s red tape demands.”

Low performers who react by complaining, explaining or blaming see themselves as victims–as in “Woe is me; I must be the unluckiest human on the planet.”

Victims are not motivated to change their behaviors.  Rather, they focus on selling their victimhood and escaping accountability.   From low performers, I want to hear sincere commitments to improve supported by thoughtful actions intended to put a charge in their performance.

As one wit said, “Just because you can explain what happened does not mean that you get to keep your job.”