One of the tricks to maximising employee performance is to minimise any work that conflicts with your people actually doing what they are being paid to do.
Generally leadership development is focussed on an event, such as a training workshop. However, Effective Leadership development is more of a process which occurs over time. This means that it requires much more than attending a training workshop. It requires on-going support, follow-up and feedback. In short, it requires on-going contact.
We all deceive ourselves about something. And mostly it’s harmless. You know how it goes. My rear doesn’t look big in this. I don’t drink too much. I’m pretty fit. But sometimes it’s harmful. I see this from time to time with frontline managers.
How is it that we get excited by games and sports, but often not about work?
Last week we took a look at the things that managers can do to make behaviour inefficient, and thereby ensure poor performance from their team. This week we’ll take a look Gilbert’s model for engineering high performance. And we’ll compare the factors in that model with the key drivers of employee engagement identified through global research.