Sep 18, 2022
Employee development activities help in the growth and development of employees, who are the true assets of an organization. You need to respect your employees for them to feel motivated and develop a sense of loyalty and attachment toward the organization. Don’t forget your employees strive really hard for almost the entire day to accomplish the organization’s goals and objectives. They need to be appreciated.
Employees want to work for an employer that will upgrade their skills to keep them competitive with peers from other companies.
If you are looking for your future career to reach a significant level of success, you're not going to get there by doing it all yourself. So, one of your most important jobs is to help develop those who report to you to become Results-Employees who provide their highest positive impact to the organization. The results from this effort will help you and your organization achieve its mission, vision, and goals.
We share vital best practices and some of our secrets in this program. These Secrets will collectively improve your leadership, accountability, and teamwork abilities, which will result in your employees providing higher for your organization.
Right Person, Right Seat
If there is true alignment between your employees and their roles, team members will feel an ownership of the results and accountability on the areas for which they are responsible. Don’t waste your time trying to develop someone into something that does not fit who they are.
Identify the Strengths, Weaknesses, Opportunities, and Threats (SWOT) of each of your employees to position them for best-fit roles.
Define and ensure that their role to ensure that the position:
- Leverages their Strengths
- Minimizes their Weaknesses
- Capitalizes on their Opportunities
- Neutralizes Threats to their success
When evaluating the best fit for their roles, match their basic behavior styles and motivators (DISC Profile).
Take a Free DISC Profile and See How This Helps
Try to connect directly between what your employees do in their workday and who they are by nature. If this is a problem with one of your team members, discuss with your employees what the two of you can do to neutralize the problem. You can adjust their role to drop responsibilities that don’t match their behavior style. Or reposition them in the company to a role that does.
Help your employees recognize any gaps between who they are and what they do, then discuss how their roles can be redesigned so that they develop in roles that give them the best chance to contribute to the organization.
Most managers are good at seeing strengths and helping their employees to use them well. Some are extremely poor about recognizing that the roles need to minimize areas in which the employee may be naturally weak.
If the employee sees and agrees with the issue of weaknesses, this allows them to develop or move into roles in which they can be more effective. As you understand their weaknesses, you need to eradicate role responsibilities that require them to use skills in which they are not naturally strong, or which require behaviors that are not naturally comfortable.
When redefining roles, look for opportunities that will help your employees bring greater impact to your organization. Encourage your employees to look beyond current self-imposed boundaries of roles that limit their ability to be Results-Driven Employees.
The last factor to consider in redefining roles is identifying threats that have a real chance of occurring. Discuss if there are threats that they cannot prevent from happening, but for which they need to be prepared. You have no real control over a threat... but once something is identified as a potential threat, you can at least try to develop ways to react to it. It seems that more and more frequently, this involves understanding or using technology that is needed to do jobs more effectively.
Mentor Your Employees When Possible
Mentoring is the act of being an advisor, counselor, or guide, and delivering regular performance feedback. You are not mentoring when you are giving orders of what needs to be done. Mentors do not use language that directs, instructs, nor commands.
It is easy to fall into a pattern of stating exactly what and how you want things done. This is
called management and is not to be confused with mentoring. Results-Driven Managers are Inspirational Leaders who practice the art of mentoring their team.
As a Results-Driven Manager, you must find the time and seize the opportunity to mentor your employees. Developing your employees is much more effective if you are not always telling them what to do or making their decisions for them. Instead, use mentoring skills.
Effective mentoring approaches include being very free with your advice – not orders, as to how to do something. Mentoring is an excellent way to develop work-related thinking and decision-making, which will, in turn, improve the impact your employees have on your organization.
Develop the habit of not responding to all questions with direct answers. Instead, respond with a question along the lines of:
- What do you think you should do?
- How do you want to handle it?
- If you were me, what would you do?
- Do you have some ideas on how to handle that? Share them.
- Have you asked someone else what they think?
- Other than me, where do you think you can find the answer to that question?
Mentors ask questions; they don’t give all the answers. Help your direct reports to think and develop their critical thinking skills.
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