It never fails to amaze me how young people enter business with the goal of becoming a manager, and once they’ve achieved that goal I hear this: “If I never had to manage people I’d have quite a nice job!” What happened between “I can’t wait to become a manager” and “I wish I wasn’t a manager”? What happened to make this person so dissatisfied with their management role?

 

The answer is that they’re breaking the management rules. And as there is no more important business relationship than that of an employee and line manager, they simply cannot afford to break the rules!

 

The manager supervises the employees, coordinates their work, provides the needed resources, encourages them and generally makes sure that a team of employees performs its responsibilities efficiently and effectively. And there are management rules that govern this.

 

But in reality, when the pressure is on, managers start to manage reactively, which leads to staff being micromanaged and pressured, which causes staff to feel disempowered and therefore they don’t take ownership.

 

The best part is this? – these are not bad managers; they are just don't know the rules of getting the best out of the people that they manage!

 

High performance and effectiveness are in-built in everyone’s DNA - it is something that people access every day in their personal lives, and yet when they come to work, we struggle to get them to even meet minimum standards and requirements. Why? We are simply not creating a management environment that stimulates the “Performance Centre” of the employee’s brain, harnessing it to achieve the company goals. High performance is never an accident. Neither is it a given. But it is the job of the manager.

 

What I do is NOT a Performance Management Training course. It is a programme designed to give managers the rules that they need to get high performance from their staff without having to beg, plead, cajole, bribe incentivise, threaten or “performance manage”.

 

The programme covers the three most important functions of a people manager:

 

1. Get work done instead of doing the work,
2. Create a management environment conducive to high performance, and
3. Manage people in such a way as to allow the “Performance Centre” of the brain to work.

 

"Performance is never an accident.  It is always the result of a

commitment to excellence,  intelligent planning, and focused effort."

- Paul J. Meyer