I walked out of the door at the Ramada Inn South motel looking for Ms .. E. She is the owner of the hotel's wife and manager. I saw her walking away from me down the sidewalk toward the restaurant. She did not see me. Suddenly she walked into the lawn to pick up some paper. Then she saw me. She said, "Jim McGriff, never walk past the paper." I still do not pass paper. This is a success leadership. She put a program in my mind, not bypassing garbage.
I think the formal performance of management is for managers. There is a measurable action step set for your department usually by secondary management. Most of the time, you and your employees have difficulty in showing their impact on these departmental measurements. Performance management is mostly mumbo-jumbo for the first employee. Performance leadership is about setting a program for people. Managers of first managers must set a program for their department in the mind of an employee. What is the department of the main subject? We must answer this question in a human way. Not in the formal performance method. How do you measure attitude and teamwork? Project management creates a team member? These are human symptoms that can not be measured by mathematical formula. The first line manager puts these programs; this is the lead success.
As the first manager, you must set a schedule for your league; and be an example of how you expect employees to respond. You must check information that supports the department's daily tasks. When employees lack detail, show them the consequences of missing this detail. Mrs. E tells me, picking up the newspaper is more than the garbage in the yard. Picking up it shows us about the cleanliness of the hotel. It is about the image of the hotel. The same attitude applies to your department; employees must perform information about building the department's image.
The first evening Emily and I had dinner at the bankrupt Ramada Inn Crest motel, I treated the performance. The waitress served us a plethora of potatoes. The potatoes were black inside. I introduced the chef to me when I entered the kitchen. I gathered him, the waiter and other employees of the kitchen to show them the black potato. I said, "What do you think customers think of you when you serve them potatoes like this? It's not just about the reputation of the hotel, I saw their faces, they are humanely human. This is a leadership leadership. 19659002] Notification, I did not postpone the spread of a sheet to monitor the number of black potatoes we were serving. I did not agree with the progress reports of the employee as a measurable item. I also did not write a procedure to prevent this from happening Again, it's simple, the server will cut and check each potato before serving it. The performance project, not only will we serve any longer black potatoes, the quality of our food will improve. Employees received the message, we will be proud of our food service.
Performance Management without Performance Management is not successful. Leadership without p Efficient management is effective. Performance management is about measurable steps. These steps are forgettable. Performance management is about what we see and experience. Performance leadership is based on personal attitudes that travel with people wherever they go.
Never walk past the paper.