7 Tips For Ensuring That Your Staff Meet Your Expectations

Summary. Do you find yourself complaining that some staff don't do what you want them to do? Do they repeatedly make simple errors that drive you nuts? Do they lack "common sense"? Maybe you're part of the problem. Try these simple but effective techniques.

1. Tell Them Exactly What You Expect. I'm always surprised when I find managers who don't bother to tell staff precisely what they want from them. Sit down with your staff, tell them exactly what you expect, them get them to confirm their understanding: get them to tell you. You tell them. They tell you back. The moment you feel the urge to say "But they already know that", it's most likely that they don't.

2. Distinguish Between Performance and Behaviour. "Behaviour is what you take with you. Performance is what you leave behind". Emphasise the performance you are after rather than the behaviour. Explain that behaviour is only important where it affects performance. Your staff should know the difference too.

3. Be Specific. Avoid fuzziness. "Neat and tidy" is too general unless you say exactly what you mean by it. "Following routine maintenance procedures" is a statement of hope not expectation. Add "so that " then specify exactly what you want.

4. Make Expectations Measurable. If you can't measure it, you shouldn't expect it. "Maintain good customer relations" is bland and useless. You must specify how you'll measure "good customer relations". Your staff should be able to measure too so they'll always "know how they're going". If you expect salespeople to convert 2 out of each 5 cold calls, say so.

5. Support ... Support ... Support. Put in place systems that support your expectations. If you expect 24 hour turnaround on repairs, make sure your systems actually create that turnaround time. If telephones must be answered a certain way, provide a script for your people to use.

6. Remove Obstructions. This can be a real problem. Obstructions can be physical: poor equipment, mental or emotional: lack of self esteem or peer pressure, or procedural: cumbersome rules that hinder performance. As long as obstructions exist, you won't get what you want.

7. Reward ... Reward ... Reward. When they meet your standards tell them: over and over again. When they do better, find some extra reward. Make your praise and rewards public.

Conclusion. This is all simple stuff, not rocket science. But you, the manager, have to make it happen. You must stick with it until it becomes the way things happen in your business. Until you do, you won't get what you expect. When you do, you won't believe there's any other way.