![\"\"](\"https:\/\/blogs.poly.com\/wp-content\/uploads\/2012\/08\/Goal.jpg\" "\\"Goal\\"")
<\/a>In Sher\u2019s experience working with companies, employees who are dissatisfied with their \u2018own performance, their team\u2019s performance and their company\u2019s performance\u2019 are the ones you want. The less satisfied that employees are with the status quo, the more they strive to become more satisfied. These people are hungry for success, and it\u2019s your job to see that they succeed.<\/p>\nSher doesn\u2019t feel the answer to improving employee performance should focus on parties, lots of recognition for a \u201cjob well done\u201d and training. He suggests that there are several elements that go into creating a highly productive working environment. Among them are:<\/p>\n
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- Be clear on how you measure performance. \u00a0Give each employee one to three key objectives that will measure their success.<\/li>\n<\/ul>\n
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- Clearly define success and failure: Your team needs to know exactly where it\u2019s headed and what it should avoid. He uses the example, \u201cif our year-end gross margin lands below 32%, we have failed and that if it is above 41% we have succeeded.\u201d Plant your flag at the top of the hill, Sher advises.<\/li>\n<\/ul>\n
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- Make low performers feel uncomfortable:\u00a0 Put low performers under the gun. They should seek out help to improve; and your company should provide it.\u00a0 If they have what it takes, they\u2019ll improve; if they don\u2019t improve, dismiss them, Sher says.<\/li>\n<\/ul>\n
To me, Sher is right in that you owe it to employees to set clear performance objectives and clarify what the company needs to achieve. Just because you manage a mid-sized company vs. a larger one, you should not be excluded from providing employees with career development and a clear understanding of what is expected of them.<\/p>\n
Hiring the right people is also very important and one of the key pain points that leaders of small and medium businesses face today.\u00a0\u00a0 One of your key criteria should be finding people who are willing to wear several hats<\/a> and go the extra mile to satisfy your customers.\u00a0 Anything less than that should be considered under performance as that is the only way a smaller sized business will succeed.<\/p>\n
What I don\u2019t agree with is creating a negative work environment.\u00a0 A little inspiration and a \u201ccan-do\u201d attitude will go a long way in a smaller business.\u00a0\u00a0 A suggestion would be to have an under performer assume a new role and live in someone else\u2019s shoes for a few days in order to glean some eye-opening insights on what it takes to ensure customers are satisfied and that business objectives are met.<\/p>\n
- Make low performers feel uncomfortable:\u00a0 Put low performers under the gun. They should seek out help to improve; and your company should provide it.\u00a0 If they have what it takes, they\u2019ll improve; if they don\u2019t improve, dismiss them, Sher says.<\/li>\n<\/ul>\n
- Clearly define success and failure: Your team needs to know exactly where it\u2019s headed and what it should avoid. He uses the example, \u201cif our year-end gross margin lands below 32%, we have failed and that if it is above 41% we have succeeded.\u201d Plant your flag at the top of the hill, Sher advises.<\/li>\n<\/ul>\n