Creating High Performers offers managers the means to answer, "Have I done all I can to improve employee performance?" Uncertainty leads to managers not addressing underperformance, not maximizing the potential of good performers, and not finding satisfaction in people management.
Managers don't confront low performance because they are uncertain whether it is the result of their failings or that of the employee. The 7 Questions enable you to 1) discover the truth as to WHY performance is lacking and 2) develop a detailed plan to improve it.
The author's 7 Questions are the foundation for a conversation leading to targeted, effective coaching. Real-life stories experienced by the author as a manager or coach illustrate the value of each question.
Effective performance management is built on an understanding of "why" performance is lacking or below potential. Knowing why a manager can take responsibility for his shortcomings or confront the employee's lack of motivation or confidence. The 7 Questions unearth the true why and reveal needed elements of a performance improvement plan.
Not knowing and acting on the why has resulted in a grim reality within organizations. Namely, "bad bosses" cause 78% unwanted turnover and a consistently low employee engagement rate. And, lack of tools and training for "bosses" leaves them disheartened.
Additions in this 2nd edition include:
1. An expanded discussion of why and how the traditional model for supervision is failing
2. A clear definition of a proposed new role of supervisor (people manager) to meet the needs of today's workforce, including a listing of what products or outcomes a people manager should be delivering
3. How to restart and build a strong working relationship with employees
4. Follow-up questions for each of the 7 Questions to clarify what's possibly missing that could lead to improved performance
5. Why it is essential to ask the 7 Questions in the context of current performance, i.e., whether it exceeds, meets, or falls below expectations
6. An expanded discussion on how to discern whether poor performance is a Can't Do or Won't Do problem and how to solve it
7. A new chapter on how the six ways to employ the 7 Questions for improved organizational performance
8. An expanded Troubleshooting chapter based on challenges/questions of managers that have been trained and coached on the 7 Questions method.
For those new to managing others, this book brings needed clarity and method. For experienced managers, it offers a new approach to overcome the ill effects of old practices. It details how to shift to a new role and establish the trust this new method requires. For both, it offers a way to gain greater satisfaction from managing others and to add more value to your organization.
Organizations that have adopted the 7 Questions to supplement or replace traditional annual employee evaluations have experienced a significant positive shift in organizational culture through improved relationships, greater trust, higher engagement, and better "bosses."