Supervision is part of management and leadership too
One of the most frustrating things about being a higher ed. administrator is having to deal with employees who don’t meet performance metrics, no matter how clear you think you are when you communicate them. When clients share with me examples of employees not meeting expectations, they often say “I’ve told them so many times and they agree to do better but nothing changes.”
It’s true that when nothing changes, nothing changes. Having a verbal agreement is not enough. You need a comprehensive framework to make sure that your employees have what they need to succeed. The process might seem a bit tedious at first, but it will prevent more disappointments, frustrations, unpleasant conversations, and rumination for you (and them!). So, it’s worth it. Follow these 6 steps and soon, you will see better results.
1. Make expectations clear
Please realize that many words are subjective, such as professionalism, high quality work products, dependability, being a team player, etc. When you explain what your expectations are, be sure to describe exactly what you mean, be specific, and provide examples when possible. You’d be surprised if you knew how often I hear “I am not really sure what my supervisor wants” or “priorities keep changing so that’s very confusing”.
2. Verify comprehension
I’m sure you’ve heard of active listening rather than tuning someone out and using the time to think of a response. You need to verify that you communicated effectively, your employees genuinely understood what you meant, and didn’t create a different narrative in their minds. For that reason, please ask them to repeat to you what they took away from what you said. You might ask your own version of “To be sure we’re on the same page; can you please tell me in your own words how you define success for this task/project?”
3. Secure commitment
Sadly, some people will agree to almost anything just to end a conversation, even if they are not fully committed to what they agreed to do. For this reason, it’s important to ask “Are you 100% committed to making those changes?” Unless you have someone absolute buy-in and commitment, they will most likely find a reason or an excuse not to follow through. If they have an objection (e.g., the goals are unrealistic, or they are being asked to control something outside of their control, or they don’t have the time or resources, or the metrics also depend on other people, etc.) now is the time to hear about it and brainstorm solutions.
4. Discuss strategies and action items
If someone has repeatedly failed to meet your expectations, they will need a different approach. Ask them, “How are you planning to approach this?” or “What will you do differently this time?” Teach them how to think about effective project management, organization, communication, and all other aspects required for a successful completion. If you notice that they are overlooking something essential, please bring it to their attention and make sure to cover everything that seems necessary at that stage. I think this step is often skipped, and that’s why habits and outcomes remain the same.
5. Create a feedback loop mechanism
Request regular communication to make sure everyone is on track, and not struggling or de-prioritizing something essential. The work requires some level of flexibility, but if something is wrong, you want to know sooner rather than later. You may request a weekly short e-mail with a status update, or have clear agenda items for your one-on-one meetings, or simply use a shared google document to see updates. Avoid making it too tedious, otherwise, your employees will resent the task and think you’ve become a micro-manager. And finally, when you notice that something is problematic, don’t make it personal. Don’t criticize the person. Simply point out facts and ways to improve what needs to be corrected.
6. Address issues early
When a problem arises, work to resolve it quickly. If you don’t, it will get bigger, and your employees will think the issue is ok if you don’t mention it. Remember that you will always get what you tolerate. So, if you shy away from potentially uncomfortable conversations, you are unconsciously communicating that not meeting expectations is acceptable. Work with your team members, help them get the resources and support they need to succeed. Make time to talk with them. Create a safe space where people can speak openly about their work situation but stay firm when it comes to accountability. If you make unjustified exceptions or give up when things are hard, you become an enabler.
Time for self-reflection
Do you have difficult employees or employees who always promise to do better, but don’t? Start implementing these 6 steps immediately. Also, I encourage you to work with me to practice this framework as well as address any individual issues that some of your employees may have. It’s difficult to help an employee overcome a problem or insecurity if you can’t relate to them. Let me help you understand their psychology, the way they think, and how to individualize the way you work with them to make them successful.
Please click this link to schedule a complimentary call with me and discuss how we can work together to eliminate chronic issues, frustrations, and poor dynamics. It will require changing habits in the early stages, but I promise it will be worth it. Talk to you soon.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness, reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.