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Why 44% of Today’s Leaders Are Unhappy With Their Employees’ Performance & their Own Communication Style

Forty-four percent of business leaders at various levels and a variety of industry categories reported disappointment in the performance results of their employees, in a survey recently conducted by Leadership & Workplace Communication Expert Skip Weisman.

In the survey, whose results were released this week, 70% of those struggling business leaders also believe they need a new approach to how they communicate so they can better motivate for better results.

Leaders responding to the survey indicated significant frustration in motivating their people due to a number of key factors, including:

• An inability to rally team members to focus on a common goal,

• Dealing with a lack of cohesion between employees, and

• Employees looking outside of themselves for reasons of sub-par performance

• Employees engaging in excuse-making and

• Employees engaging in distracting behaviors that take attention away from the job at hand.

Another big issue for these organizational leaders was a lack of time to invest in connecting with their team members, both as a group and also individually, in one-on-one discussions.

This is why these leaders reported they felt they needed a new approach to how they communicated with their employees to improve performance.

Despite reporting an investment of 37% of their time communicating one-on-one to motivate employees to meet the performance expectations for their role, the business leaders responding to this survey felt they needed to change their approach.

The reason for this desire to change their approach to their own leadership communication is that 37% of a leader’s total communication time communicating one-on-one is significant, and the return on their investment is not adequate.

There are three ways to address this issue:

  • increase the time allotted to one-one-one communication with employees (I would recommend raising it to 50%)
  • improve their style and message so that it leads to behavior and attitude changes that lead to performance improvements
  • evaluate the type of one-on-one conversations the leader is having with their team members, and adjust to attain better performance. There are three primary types of one-on-one discussions a leader might have:
    • issue/problem based
    • performance based
    • career based

In order to improve an individual team member’s performance more time must be invested in performance and career discussions and less on issues/problems.

Another vital determination leaders must make is whether the lack of performance results is due to an individual’s attitude and motivation or their skills, talents and ability.

Without determining if the problem is one of attitude or one of ability, there is a high-probability the wrong solution will be applied potentially causing more stress, frustration, a loss of resources, and continued disappointment in performance results.

The way to transform this situation is for the leader to improve their approach to The 3 Levels of High-Performance Leadership Communication. You can learn more about the results reported by leaders like yourself in our recent survey, download a free report titled, How to Increase Your Bottom Line Without Spending a Dime: 3 Simple Secrets to Employee Engagement & Real Performance Results! and participate in a FREE teleclass on the topic at www.LeadershipCommunicationExpert.com 

There are 2 comments. Add yours.

  1. The article is good, but it does not always prove to be effective. True you must find ways to motivate employees to provide super performance. Employees have their own agenda and does not necessarily reflect the company’s agenda.

    I recently sat in on a meeting involving the aquisition of a 400 room property and what the owners felt was needed to turn it around. The bean counters had prepared a payroll estimate based on minimun wage requirements and no room for raises in the future. Front desk personnel were estimated at around eight dollars and fifty cents per hour.

    You can imagine my dismay right away. It alway astounds me how owners can entrust million dollar properties to employees that are underpaid, and under appreciated. I ask where was the motivation for these people to make this property turn around. Where was the budget for training them, and how was it going to be accomplished?

    There was a line item to redo the lobby with italian Marble ($375,000) go figure!!! Then they wnder why the properties fail to meet expectations. Needless to say they weren’t invited to join me.

  2. Skip Weisman, Workplace Communication Expert

    Alan,
    Thank you for stopping by and commenting. I believe your comments prove my point. Your experience is, unfortunately, the rule and not the exception.

    I guess there are only a few of us that see the irony and the disconnect of investing $375,000 for an Italian marble lobby and asking a minimum wage employee to serve the clientele attracted by such an amenity, and expect to take care of such an amenity itself at a high level, of course.

    This falls under 1 of the 3 reasons I wrote about this week for why it’s not the fault of the employee if they are under-performing. You may want to read that as well and comment here:
    3 Reasons Under-Performing Employees In Your Company Are Not At Fault.

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