PD Strategies Blog

I was just reading an article in INC where Marc Cuban saying finding you passion does not lead to success. If you do something you do well, you will become inspired and that will generate passion. Find those inner strengths in your team then help them use their strengths create new levels of performance as their excitement and passion builds. Do you have a child who came home with report card that had A’s , B’s, and C’s? I will bet you went to those C’s and started criticizing. What about your team? Do you spend more time on underperformance and celebrating successes? We fall into the same trap in our own lives as well as with our staff and team members. Unfortunately, most of us have little sense of our talents and strengths, much less the ability to build our lives around them. Instead, guided by our parents and others...

There are so many changes now with the churn in the job market because of the Great Resignation. This can be a time of opportunity to find out how you can leverage the strengths you have and how to use strengths of team members to have increased results and job satisfaction for all. I think it is foolish to try to improve your weaknesses or limitations. Even if you attempt to do it you will never be fully satisfied, and you will be in a constant state of stress. But isn’t that what many of us try to do?   When your child comes home from school with his or her report card and it shows, for example, an A in math, B’s in history and science, and a C in English, what is your response? That’s right. Most people will talk to their child about raising the grade in English. But...

Dwight Eisenhower said, “Leadership is getting people to do what you want them to do because they want to do it.” It is difficult to have sustainable success by forcing people to be accountable. It is better to create the motivation and culture so that staff and team members want to be accountable. If properly done you can discuss results, build pride, and change behaviors. Noticing failures and offering help to someone struggling can build a sense of pride in the team member. However, by avoiding we only have continued failure. Doing nothing and avoiding accountability is not an option if we want to create growth through improved results. How does a manager hold members of the staff responsible for performance? What about an employee who needs help but fears asking for help? The results can be devastating when we fail to have accountability discussions. The book, “Crucial Confrontations”, by Kerry...

Recently I worked with a client who tends to be very controlling. The behavior comes from experience. She was burnt once before and now she is afraid to be burnt again. I explained that the candidate for operations manager would be an excellent performer. But she won’t accept the position if she feels ownership will not trust her and not micromanage. This problem comes up all too often. A business owner or agency owner spends most of his or her time working IN the business and virtually no time working ON the business. Why is this problematic? When you start your business, you need to do everything, or it does not get done. Sometimes you have time management issues, but you must work through them. Your business grows, and you simply can't get it all done. Time to hire someone. Now you are at the pinnacle of a growing business. At...

“What we have here is a failure to communicate.” That line from the movie Cool Hand Luke highlights a fundamental problem. There are many times in our business and personal lives where we don’t achieve a desired result from directing, explaining, or urging action. I would like to concentrate here on the “urging action.” Dwight Eisenhower said, “Leadership is getting people to do what YOU want them to do because THEY want to do it.” Let’s now use that quote and relate it to coaching. Coaching is not telling people what they need to do. On the contrary. It is helping them find the direction within themselves to solve a problem. Coaching is a process between a coach and a person being coached that helps the person being coached produce big results in their lives, careers, or business by deepening learning and improve performance and quality of life. The transformational part...

The best way to create top performance in your staff is knowing what great performance for your organization looks like. Before you begin talking about standards you need to know and clearly communicate your organizational values and goals. It all starts there! I have made this statement many times… only work with people who share your values. Specific values may be called out in performance goals such as a restaurant server acting in a way that creates a great guest experience. Values are very important and so are behaviors. Behaviors involve how an employee should act and react and values play a big part in this. Of equal importance are the required deliverables. These are the results. Now how do we communicate this? Let’s start with clear standards and goals and then do regular measurements. Many managers dread the words “Performance Appraisal.” Unfortunately, that attitude creates failed opportunities. A performance appraisal...

Would you like to reach your true potential? Then do something that may sound counterproductive. Stop worrying about your weaknesses. Although it is foolish to try to improve your weakness you have been told the opposite since you were in grade school. Even if you attempt correct your weaknesses you will never be fully satisfied, and you will be in a constant state of stress. But isn’t that what many of us try to do?   When your child comes home from school with his or her report card and it shows, for example, an A in math, B’s in history and science, and a C in English, what is your response? That’s right. Most people will talk to their child about raising the grade in English. But what if your child might have a real talent in math? He or she might become a great math genius. But it might never...

Most small to mid-size businesses are too busy growing to spend time growing their people. This can be a serious mistake. If you simply let people learn on the fly and promote them when needed, then you are setting them up to fail. This is so prevalent that a book called the Peter Principle was written about this phenomenon. In 1969, Lawrence Peter wrote a humorous book titled The Peter Principle in which he postulated that, in a hierarchy people tend to be promoted to the level of their incompetence. He noted that although this is not planned it is the unintended consequence. Companies make a flawed assumption that because the employee was a great individual performer in the previous job that he or she will adapt and become a leader of the team. Inevitably, according to the Peter Principle, the person ends up being promoted to a job where they...

Westchester employers need to get and maintain peak performance from their employees.  In order to compete employers need the best and most productive employees. But there is a catch. You can’t just hire them. You then need to develop your employees so that they can produce better results. Your employees really want opportunities to grow and develop. If you have looked you know that there is so much out there written about performance reviews. Many of these writings focus on procedure. I am presenting here a much more practical bottom line approach but one that uses solid human relations skills. Most organizations do annual performance appraisals and most human resource professionals are charged with developing a performance appraisal system. This process alone is one of the most universally disliked systems. The reason is that most appraisal systems do not focus enough on two very important areas—Employee Development and Results. We should...

I am advocating something that may sound counterproductive. I think it is foolish to try to improve your weaknesses or limitations. Even if you attempt to do it you will never be fully satisfied and you will be in a constant state of stress. But isn’t that what many of us try to do?   When your child comes home from school with his or her report card and it shows, for example, an A in math, B’s in history and science, and a C in English, what is your response? That’s right. Most people will talk to their child about raising the grade in English. But what if your child might have a real talent in math? He or she might become a great math genius. But it might never be realized because time was spent dwelling on weakness rather than leveraging strengths. To put it another way, we have talents...

In 1969, Lawrence Peter wrote a humorous book titled The Peter Principle in which he postulated that, in a hierarchy people tend to be promoted to the level of their incompetence. He noted that although this is not planned it is the unintended consequence. In most companies employees are rewarded for great performance by being promoted. The very good reasons for promoting from within include, among others, motivation and engagement of the staff. However, companies make a flawed assumption that because the employee did well in the previous job he or she will adapt and perform well in the new job. Inevitably, according to the Peter Principle, the person ends up being promoted to a job where they are no longer competent. This is referred to as their "level of incompetence". The employee has no chance of further promotion, thus reaching his or her career's ceiling in an organization. We can...

Selecting employees is one of the most important functions of a manager.   Sadly most organizations fail at hiring the right people.  This occurs at organizations with a human resources department as often as it happens with the small business owner.  The good news is that you can begin to hire the right people.  Jim Collins and his team laid out the principle in the book Good to Great.  It is as simple as “Getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.”  It may be simple but it’s not easy.  You will need to change the way you hire people. Here is a simple fact.  Managers tend to make hiring decisions by looking at background in the industry, jobs held before, and job history.  Many companies even do background checks.  They spend a significant amount of time looking at...