Talent Processes Are Important For Employee Retention

Posted December 2, 2016 by The Metiss Group
Categories: Leadership, Performance Acceleration

In a poll conducted by human resources consultant Right Management of workers in a challenged industry, 60% of workers said they intended to leave their jobs when the market got better.

Leaders need to constantly ask themselves what they are doing to retain their superstars.  What talent processes are in place to ensure they don’t lose 60% of their team? Based on The 7 Hidden Reasons Employees Leave by Leigh Branham, employees leave because:

1.    Job is not as expected

2.    Job doesn’t fit talents and interests

3.    Little or no feedback/coaching

4.    No hope for career growth

5.    Feel devalued and unrecognized

6.    Feel overworked and stressed out

7.    Lack of trust or confidence in leaders

Talent processes improve the chances of retaining superstars as valuable contributors to the organization.  A comprehensive selection process addresses job expectations (#1), job fit (#2), and organization fit (#4).  A robust performance process addresses feedback (#3), recognition (#5), workload (#6) and trust (#7).

Implementing effective selection and performance processes empower leaders to successfully hold on to their superstars.

Feedback Should Be A Daily Practice

Posted November 22, 2016 by The Metiss Group
Categories: Communication, Leadership, Performance Acceleration

Leaders should be providing feedback to their direct reports every day.  Often leaders want to save their feedback for the weekly one-on-one meetings or, worse, performance review sessions.

Don’t overlook the importance of positive feedback – leaders should be giving much more positive feedback than course corrections.  Some effective positive feedback examples are:

  • “I like the poise you demonstrated on that phone call.”
  • “Thanks for coming in early to print the sales reports.”
  • “Your contributions and ideas in the meeting were helpful to the team.”
  • “Great job assisting Sue with her presentation.”

One way for leaders to remind themselves of the importance of daily feedback is to put some coins (start with 3-5) in their left pocket and whenever they give positive, on-the-spot feedback, move a coin to their right pocket. At the end of the day, add the coins in the right pocket to a fund to use as a reward for being a great leader.

Giving frequent, immediate feedback empowers direct reports to be more productive and teams to be more successful.

Sales People Are The Toughest Interviews

Posted November 21, 2016 by The Metiss Group
Categories: Leadership, Selection

When it comes to hiring sales people, hiring managers will likely enjoy the interviews more than a technical interview.  That’s to be expected – they’re sales people. If they are successful in sales, they should be able to make the conversation comfortable and easy.

The hard part is being able to peel the onion back and find out what’s really underneath.  Keep in mind: no one is perfect.  The selection process must be designed to uncover the weaknesses to determine if they are deal-breakers.

The best way to do this is to be clear up front about what is needed so the sales person doesn’t talk the hiring manager into buying something they don’t really need (or hiring someone that doesn’t fit). Assessments can help managers see the potential issues the salesperson would rather not be seen.  The assessment results allow the hiring manager to explore those issues in further conversations and reference checks.

If an organization is hiring a salesperson, empowering the team with a robust selection process that includes assessments creates the best chance of success.

Know Direct Reports Well

Posted November 11, 2016 by The Metiss Group
Categories: Communication, Leadership, Performance Acceleration

It’s an established fact that people who have healthy personal relationships have greater trust and are more willing to extend themselves for each other than those who have lesser relationships.  It then makes sense that leaders who want extra effort from their direct reports should have stronger personal relationships.

How well do leaders know their direct reports? They should be able to answer these four questions about each of their direct reports:

  1.  What is the name of their spouse or significant other?
  2.  What are their hobbies or interests?
  3.  What are the names and ages of their children or grandchildren?
  4.  What is the breed and name of their pet?

Leaders don’t need to be overly personal with their direct reports, but they should know a little about them.  A personal relationship can come from casual water cooler type conversations.  Regularly scheduled weekly one-on-one meetings are a great way to develop this relationship.  In our experience, there is no more important leadership technique than one-on-one meetings.

Empowered leaders develop deeper personal relationships with their direct reports that lead to more success.

Strong Critical Thinking Skills Create More Behavior Flexibility

Posted November 4, 2016 by The Metiss Group
Categories: Leadership, Performance Acceleration

Everyone has their own natural behavior style.  This hard wiring is the result of personal DNA.  Ideally, performance is optimized when the job is matched with one’s natural skill set.

Though leaders should strive to fit jobs and direct reports’ skill sets, rarely is there a perfect match for a person and a job.  Most people are required to adapt their natural skills to those required in the job.  However, those people with a more developed critical thinking or problem solving aptitude are better able to adapt their natural skills for short periods of time to accomplish the job at hand.

When evaluating talent or considering job fit, leaders should pay particular attention to critical thinking skills and aptitude.  An increased critical thinking ability provides much more job flexibility and likelihood for success, especially when the tasks within one job set are quite diverse.

Empowered leaders evaluate their direct reports’ critical thinking skills and have more successful performers.

Continually Challenge Employees

Posted October 28, 2016 by The Metiss Group
Categories: Leadership

If you’ve ever embarked on an exercise program, you know after a while your body strengthens and exercises that were once difficult to perform are easy to do.  You then increase the intensity of the exercise by adding more weight or more reps until that becomes easy and then you add more again to challenge yourself.  Continually pushing our bodies is what creates the health improvements we seek.  If we stopped improving, eventually we would lose the gains we made.

The same is true with work endeavors.  We must continually improve our work or eventually fall behind.  The “A” player who stops pushing for improvement will eventually become a “B” player, and if still refuses to grow will become a “C” player and will ultimately be out of work.  Leaders should ensure their direct reports are continually challenged either through internal motivations or through their coaching.

Leaders who empower and push their direct reports to improve will continue to be successful.

Empowered Introverts Contribute More To Meetings

Posted October 21, 2016 by The Metiss Group
Categories: Communication, Leadership

We all remember the quiet, shy person in high school who rarely spoke in class – the person who listened intently, took lots of notes, and worked hard at flying under the radar. When the teacher called on this introvert, we were all amazed at the insights offered and surprised the person didn’t speak up more often.

The best contributors to meetings are often the quietest. These reflective, contemplative thinkers have great ideas that are frequently lost on the team. Leaders can benefit by going out of their way to get the input of these team members. Some ideas to get their involvement:

  • distribute an agenda and/or discussion topics well before the meeting, specifying what decisions need to be made (the introverts will be well prepared and more likely to contribute to the discussion);
  • don’t let the domineering extroverts monopolize the conversation (the extroverts love being the focus of the meeting and the introverts are content letting them);
  • do not assume the introvert’s quietness means they agree (the introvert’s head nod means they heard the point not that they concur);
  • encourage the introverts to contribute by setting a rule that their silence means they disagree (this forces them to speak up);
  • ask the introverts to “think out loud” and never, never criticize these thoughts (introverts prefer to speak after their thoughts are complete and are uncomfortable expressing their incomplete thoughts).

Leaders who empower the introverts on their team to contribute to team meetings have more successful organizations.