Does Limiting Employee Supervision Enhance Performance
Managers have ongoing thoughts and conversations on “how to best manage teams to gain the most performance from them?” If a manager wants to be effective in increasing the performance of each person in their team, then they need a clear vision on how to partner with each person. People have different needs, performance ability as well as motivation in their performance. In a manager’s toolbox, there may be several different ways to increase performance, though how does a manager motivate his team for higher performance?
Managers are responsible for setting clear direction to each person to meet business goals. Most of the motivation belongs to the employee, though there are managers who can communicate a strong vision, that employees follow and give their best. On the flip side is a manager who can demotivate an employee by their management style. An effective manager recognizes they need to be attentive to the employee’s work style so they can partner together to meet the business goals.
Employees show up to work each day with different physical & emotional energy levels, and they are in charge of their motivation to perform at their best. They signed up to handle the responsibilities included in their position. It’s their responsibility to gain the knowledge needed, partner with their manager to acquire what they need to do their job and look for ways to ensure their productivity is at their best.
Another Management Possibility
I came across this article in Forbes, “How Minimizing Management Supervision Can Maximize Employee Performance,” written by Rajeev Peshawaria. Work life is changing because the new generation of employees want different lifestyles and technology can provide them with it. Worklife balance has been a familiar topic in the management world for many years, and today it’s more of a possibility. Now managers are facing this, not only in their lives, and also with their teams.
Rajeev Peshawaria presents a compelling case in going from the performance management mindset where the beginning of year stretch goals are created for each team member, with leaving this process behind and replacing it with the minimum goals to meet the essential functions of the role. This article provides you with a different perspective on how to manage each person on the team:
What if, instead of stretch goals, employees were given goals that only specify the minimum level of performance outcomes required, and leave everything else loose or undefined? Sounds impractical, even crazy? Not really if you consider what’s changing in today’s workforce. To understand the tectonic shift taking place in the nature of work, consider Uber. Uber neither employs any taxi drivers nor owns any cars, yet it is one of the largest taxi companies in the world today.
If you are managing employees now, what has worked best for you? How did you learn to lead your team? What pearls of wisdom can you provide to others as they partner with their employees?