Chapter 7Gathering Formal Feedback on Valued Behaviors
The difference between leaders who successfully implement an organizational constitution and those who don't boils down to one vitally important practice: accountability.
Let's start with your experiences with performance accountability. How do you hold team members accountable, today, for their performance commitments?
In the best systems, goals are defined during performance planning for each team member. Those goals are aligned to the strategic plan of the department (again, we're using department as an example because these practices are scalable to larger divisions, plants, etc.).
These goals are defined in specific, measurable, and trackable terms. The goal statement itself outlines specific and measurable targets, how and when those targets will be measured, and when those goals must be delivered.
Once the planning portion is complete, work on those goals begins. While team members apply their time, energy, and skills toward meeting (or exceeding) formalized goals, the leader takes on the role of performance observer and coach.
The observer role happens before the coaching role begins. Leaders must gather information about performance progress from many channels—from their own observations, from the team member, from their team, from performance dashboards and metrics, from the customer, and so on.
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