[Part of a series exploring the concepts in 12: The Elements of Great Managing
In my last post, I summarized this book. Today I want to explore the first element of great managing in more detail. This element is what the authors call "knowing what's expected."
Gallup's data show that groups which more strongly agree with the statement that, "I know what's expected of me at work" turn in higher productivity, profitability, customer satisfaction and safety performance than groups which do not strongly agree.
What we're talking about here is not just understanding my own job, but knowing how it fits into the roles of others; how my job contributes to the whole. The authors offer two analogies: the flight deck of an aircraft carrier and a symphony orchestra. In both cases, each person must not only know his or her own role extremely well, but also how to fit seamlessly into the entire effort.
Another key distinction is that it is not clarity about process that matters. What really makes a difference to employee engagement and results is clarity about outcomes. Not, "here's what we need to do," so much as, "here's what we need to achieve."
You don't get your team to this level of knowledge simply by telling them. You need to test understanding by watching behavior - are people working toward the goals you set? If so, they probably understand your expectations. If not, you need to find other ways to achieve job clarity.
By way of illustration, the authors include one success story in each chapter. This chapter focuses on Nancy Sorrells, who used job clarity to help turn around the performance of a WHI hotel in Dallas (The Marriott DFW-South).
For more info:
- Individual Performance Planning explains how to help individuals set SMART goals that meet your expectations.
- Focus explains the importance of setting a few key goals for your organization.
- My Three Most Influential Teachers includes the story of how I learned the importance of a focus few expectations for my organization.
- Read more posts like this in my "Leading Change" category.
