A Manager's Guide to Improving Workplace Performance

A Manager's Guide to Improving Workplace Performance

A Manager's Guide to Improving Workplace Performance

A Manager's Guide to Improving Workplace Performance

Synopsis

Winner of the International Society for Performance Improvement (ISPI) Award of Excellence for 2008

Selected for the 2008 ISPI Award of Excellence for Outstanding Communication

Foreword by Marshall Goldsmith

While many supervisors know how to identify flaws in their employees' performance, only the best managers truly know what it takes to fix the problem. A Manager's Guide to Improving Workplace Performanc e offers a practical, step-by-step approach to guiding employees to excellence by analyzing their problem areas, developing creative solutions, and implementing change. Employee performance expert Roger Chevalier has helped thousands of managers and human resources professionals to bring out the best in their workers. Using case studies and real-life examples, he shows supervisors how to take their employees from good to great by:

• using tools like the Performance Coaching Process, Performance Counseling Guide, and Performance Analysis Worksheets

• tailoring the amount of direction and support to an employee's specific abilities and motivations

• applying the Situational Leadership model to teams and individual employees.

Practical and authoritative, this book offers a positive, yet realistic solution for one of the greatest workplace challenges facing managers.

Excerpt

I had the privilege of serving on the Board of the Peter Drucker Foundation for ten years. Peter continually reinforced the point that management is not an art and management is not a science—management is a practice.

Peter would approve of the fact that Roger Chevalier provides sound advice that managers can actually practice! His tools are both applicable and useful. Instead of being lost in complex theories—which sound good but don’t translate into daily behavior—he focuses on sharing applications that managers can immediately put to work. Roger is not just interested in what managers should know—he is interested in what managers can do.

At the end of the day, a manager’s job is simple—improving workplace performance. If managers are not improving workplace performance, why are they wasting the organization’s valuable resources?

Roger’s conclusion at the end of this book says what managers should not forget: “Never lose track of the fact that you create the work environment for your people. They will either excel or flounder based on the work environment that you create with your coaching, leadership, counseling, and team-building skills, as well as the way in which you analyze performance gaps and causes, identify and implement solutions, and measure results.”

Along with Peter Drucker, another one of my most important mentors has been Paul Hersey. Ken Blanchard and he developed Situational Leadership and shared this fantastic model with millions of managers from around the world. Roger is a world leader in understanding and teaching Situational Leadership. A Manager’s . . .

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