The Metiss Group's Blog

Hopefully you have a job accountability matrix for each of your direct reports capturing the job’s activities, priorities, and success factors.  Maybe you have a “job description” instead listing the job’s requirements and expectations.  Maybe you have a tattered sheet of paper detailing what you’d like out of the job.

Whatever you are using to scope your direct report’s job, be sure to review and update it regularly.  We recommend reviewing job accountabilities during each quarterly performance review session.  By reviewing the accountabilities regularly with your direct report, you both are reminded of what is important.

Do not assume the job’s description is static and cannot be changed.  The document is a dynamic, evolving view of the job and should be updated as the job evolves or changes.  Your direct report should be responsible for “owning” this responsibility and keeping you apprised of changes.

Empower your direct reports to manage their job accountabilities and watch both your careers succeed.

In their book “Contented Cows Still Give Better Milk, The Plain Truth About Employee Engagement In Your Bottom Line,” Bill Catlette and Richard Hadden describe how animal science studies have shown that dairy cattle who are given a first name and are regularly called by that first name will produce an additional 60 gallons of milk annually. That’s amazing, simply paying attention to the producer increases their productivity.

How does that translate to your direct reports? Our experience has shown that leaders who conduct regular one-on-one meetings with their direct reports get much more productivity out of those direct reports.  Sometimes its hard to remember these one-on-one meetings need to be about what the employee needs, not focused on their boss.  Everyone needs the undivided attention of their boss and it is proven that those who get that attention are more productive.

Empower yourself to conduct regular one-on-ones with your direct reports, and you’ll all experience more success.

When we think of bad bosses, images from the comic strip Dilbert and the television shows The Office and Mad Men come to mind.  We imagine bad bosses as those screaming, paper throwing, sexist leaders Hollywood likes to portray.  Since most leaders don’t demonstrate these behaviors, they don’t consider themselves bad bosses.

However, research suggests that the offensive actions associated with being a bad boss make up less than 20% of the behavior that actually defines the worst bosses.

When HBR authors Jack Zenger and Joseph Folkman analyzed the behavior of 30,000 managers, as seen through the eyes of their 300,000 peers, direct reports, and bosses on 360-degree evaluations, they found that the bad bosses were guilty more of what they didn’t do than what they did do.

Bad bosses didn’t:

• give timely and productive feedback
• spend consistent, quality one-on-one time with their direct reports
• give quarterly performance reviews
• clearly define job expectations
• set goals aligned with the organization’s goals
• develop their direct reports
• create succession plans

Ask yourself what you can do to be a better boss and you’ll be more successful.

Habit #7 in Steve Covey’s The 7 Habits of Highly Effective People is called “Sharpen the Saw.” Covey describes a woodcutter who is sawing for several days straight and is becoming less and less productive. Cutting dulls the blade and the solution is to sharpen the saw; however, the woodcutter is too busy cutting to take time out to sharpen his saw and is stuck in an unproductive cycle.

Many leaders believe taking time off or going on vacations sharpens the saw; this is putting the saw down not necessarily improving yourself.  Sharpening the saw requires an activity that is targeted at self improvement.  Here are some saw sharpening activities we’ve seen:

• Embark on an extensive exercise program
• Take a class (cooking, economics, leadership, etc)
• Eat at least one healthy meal each day
• Volunteer at church, Rotary, Lions or other industry committees
• Meditate for ten minutes each day
• Organize your work area
• Read a literary classic

Let us know what have you done to sharpen your saw lately.  Empower yourself to take time for self improvement and you’ll be more successful cutting down your trees.

When you’re finished changing, you’re finished. – Benjamin Franklin

Patrick Lencioni in Three Signs Of A Miserable Job says, “A job is bound to be miserable if it doesn’t involve measurement.”  Yet most jobs do not have defined success factors.

Just because your direct reports have been doing their jobs without defined measures and successes, doesn’t mean you can’t start now.  Change is good, and improving the way you hold your direct reports accountable, is good.

To get started, let your direct reports know you are going to introduce a tool to assist you in helping them gain clarity on their job.  Work with your direct report and others connected to the job to determine the important job accountabilities and measures.  Finalize the document and meet with your direct reports to let them know this is going to be their “scorecard” and you’ll be reviewing each success factor with them at least monthly.  The first couple of meetings might seem a little awkward but as you both understand the expectations, you’ll quickly become comfortable with the process.

Empower your direct reports with defined success measurements and you’ll both be more successful.

Many, if not most organizations, promote their employees as being their “greatest asset.”  Unfortunately, most employees indicate they hardly feel like an asset, much less among the greatest assets of the company.

According to the U.S. Department of Labor, the average employee stays at a company for 3.5 years and makes about $40,000 per year.  Therefore the average “employee asset” costs organizations just in wages $140,000.  How much effort do you invest in your employee assets as compared to your investments in other $140,000 assets?  Think about how much time you spend buying and maintaining your computer systems – how does that compare to the time you spend hiring and accelerating the performance of your direct reports?  Ask yourself these questions:

• Do you give your “greatest assets” daily, customized feedback?
• Do you invest 30 minutes of uninterrupted one-on-one time weekly with your “greatest assets” talking about their issues?
• Do you review your “greatest assets'” accomplishments, personal development, core value adherence, and future objectives at least quarterly?
• Do your “greatest assets” have clear job accountabilities specifying key activities, time percentages, priorities, and success factors?
• Do your “greatest assets” know what the organization’s goals are and do they have goals that are aligned to the organization’s?
• Do your “greatest assets” continually work at developing to be a better person – physically, emotionally, intellectually, and spiritually?
• Do you have a succession plan for your “greatest assets” so they don’t feel trapped in their role?

Remember, unlike most assets on your balance sheet, these assets should appreciate over time so the investment you make in them should continue to net you great returns.  Invest in your greatest assets regularly and empower them so you’ll all be successful.