Pla n, Execute & Evaluate. If you can ACTUALLY master how to have a high order of personal productivity, and how to feel and demonstrate leadership in your job (howsoever small or peripheral the role is), you got its clicking mate.
This book educates you, in a hands on manner, how to plan (have Role Model Development, define Clearly Communicated Expectations, and Ensure Work Provides Learning). The vast majority of employees seek to learn and grow while performing day-to-day work and crave a learning environment in that context. Many managers lament that time constraints or competing priorities limit the time they devote to employee development. You learn to transcend.
The Execute stage is powerfully narrated and imbued in your work ethic (Encourage Development, Help Apply New Skills/Knowledge, Relate Interpersonally, Pass Along Job and Development Opportunities). The best leaders use their own experience to give employees advice about emerging trends, political relationships, career development, and yes…job openings and development opportunities. You may grow some folks who will take their capabilities elsewhere based on your recommendations…and you’ve built life-long loyalty not only from them, but also from the rest of your team…they recognize your commitment.
Finally, you Evaluate, i.e. Become Knowledgeable About Employee Performance, Provide Voluntary, Detailed, Immediate, and Positive Feedback, and Recognize/Emphasize/Leverage Strengths. Positive leaders are well known for recognizing, emphasizing, and leveraging strengths and what is working rather than the opposite approach of focusing on weaknesses and what isn’t working. Focusing on success creates positive energy by recognizing and appreciating what is working, which produces greater engagement and momentum for change. That doesn’t mean that you never discuss performance gaps…when you do, focus on specific suggestions for improvement or development related directly to job performance. The number one reason why people thrive in an organization is their immediate manager; unfortunately, it’s also the number one reason they quit.
The Bottom Line is to Establish a performance management based organizational culture, although not from a command and control perspective, but one that involves a coaching environment and conscious attempts at continuous dialogue within work teams to achieve breakthrough improvements in manager-employee relationships and on-the-job results.