Kris Plachy's Blueprints on how to manage employees.
Kris Plachy says that we need to have five pieces in place in order to hold people accountables. Later she says six. Then she mentions 7. Ahem. Well, here are my notes from various podcasts and the "FreeCourseReplay" video.
1. ) Have clear values, be able to tell people what characteristics will allow them to thrive here. (Vision, values, company manifesto)
2.) You have to have clearly defined performance expectations that allow the employee to know they're being successful because they know what success would look like in the job. Includes:
5.) We have to have goals for the people in the roles. Are there production goals that could be measured? Have I given task assignments where success is looked like and there are moments where it's determined if it's achieved?
6.) We have to have consistant meetings. Something we have as an established time and consistant agenda for every time we meet. We have to have a way to document action items that come out of the meeting. Invest in people because they're who translate what's in your brain into results that power the company.
7.) We have to give feedback. "I was expecting it to look more like..." "I was expecting this to be included..." (Question: how to tell a remote employee this without it seeming like a constant barrage of criticism?). Bad: yelling, "out!" when the person who'se supposed to be guarding your mindspace comes in to interrupt you in the middle of a complex operation. (Oops.)
If you haven't done any of these things, you have to "re-offer" the job to the people. "Do you still want it?" That's my big question: how do I handle it when they don't?
1. ) Have clear values, be able to tell people what characteristics will allow them to thrive here. (Vision, values, company manifesto)
2.) You have to have clearly defined performance expectations that allow the employee to know they're being successful because they know what success would look like in the job. Includes:
- How quickly do you respond to email,
- what are the hours you work,
- how do you show up in front of clients.
- Key result: a one sentence key result for why it exists.
- It should have key objectives: the thing this job contributes to in the company, and
- Key responsibilities, what the duties are every day.
5.) We have to have goals for the people in the roles. Are there production goals that could be measured? Have I given task assignments where success is looked like and there are moments where it's determined if it's achieved?
6.) We have to have consistant meetings. Something we have as an established time and consistant agenda for every time we meet. We have to have a way to document action items that come out of the meeting. Invest in people because they're who translate what's in your brain into results that power the company.
7.) We have to give feedback. "I was expecting it to look more like..." "I was expecting this to be included..." (Question: how to tell a remote employee this without it seeming like a constant barrage of criticism?). Bad: yelling, "out!" when the person who'se supposed to be guarding your mindspace comes in to interrupt you in the middle of a complex operation. (Oops.)
If you haven't done any of these things, you have to "re-offer" the job to the people. "Do you still want it?" That's my big question: how do I handle it when they don't?