Phillip Van Hooser - Transformational Leadership

Let’s get one thing straight. There are some very conscientious leaders out there who are working really hard to get this leadership thing right. But, as we know, it’s not always easy. And unfortunately, this leadership gig doesn’t come with a step-by-step manual.

Following a recent on-site client engagement, one of the program participants followed up with a very interesting question, wrapped around a less than enviable situation. It’s one that could be encountered by any leader at any time. It involved dealing with performance issues. Here is the question I received:

Q: Phil, have you ever had to address performance issues with an employee after they have just experienced a traumatic event, for example, a death in the family? In your program, one of the barriers to communication that you identified was the working environment. And you specifically mentioned timing. Where does compassion for the individual’s circumstances enter into the equation? Should I wait for some better time to address the performance issues?

Sooner or later, leaders are certain to experience situations with no clear cut answer. Unfortunately, not everything a leader must deal with presents itself as being black or white. The situation outlined in this question clearly falls into one of those dreaded gray areas.

First, I am quick to counsel leaders to be sensitive to the personal needs of their employees and followers. To do less can easily, and unnecessarily, create frustration and resentment that is harbored by the employee for months, possibly years, to come. Leaders should make every practical accommodation to help the individual in question work through their personal difficulties in order to quickly return to their expected level of performance.

That being said, we can not always pick the perfect time as it relates to addressing critical issues with our followers. Pressing performance issues can not, and should not, be ignored. To do so creates the possibility of putting the entire organization, its customers, employees and other stakeholders in a compromising position — a risk not of their own making. As a recognized leader of the organization, it is our responsibility to take the necessary steps to deal with unsatisfactory performance whenever and wherever we might find it.

In situations like the one described in this question, my suggestion is to directly approach the individual concerning the performance issue/s in question. Do not approach in an accusatory manner. Instead, be straightforward in identifying the problem at hand and then move the conversation as quickly as possible to the problem solving mode. While searching for problem resolutions, the employee’s current personal difficulties may or may not be factored into the equation. Each situation will have to be considered on its own merit. But there should be no question that the ultimate goal and expectation is to correct the performance issue that is being addressed. Working together to find a mutually acceptable solution should help the individual bear his/her emotional burden.

While to some the answer might seem to be “wait for the right time - a better time.” My answer calls us to remember this — bad news does not get better with time.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

One of my favorite grade school activities was “Show and Tell.” You remember the drill. Students were asked to bring something of interest to them to class to share with their fellow classmates. When called upon, each student would both “show” some manifestation of their chosen topic and then “tell” or explain its relevance. Teachers have long known that many students learn more effectively when they both see and hear. Adult life-long learners still do.

Several months ago, I was asked to participate in creating interactive training programs, delivered via the internet that would allow interested supervisors and managers to get a better handle on the difficult and often troubling tasks of employee interviewing and performance evaluations. I was thrilled to have the opportunity to revisit the many lessons I learned in my former professional life as a Human Resources manager to create the content for the two sessions described below. I encourage you to take a look for yourself.

The Art of Interviewing and Selection

Effective interviewing and selection is one of the key activities for all corporations that value employees as their most valuable asset. Unfortunately, most organizations treat interviewing as an afterthought. Companies don’t spend the time, attention, and effort required to identify and define the characteristics and attributes that make a valuable employee – generally resulting in poor hiring decisions.

Interviewing and Selection features leadership speaker Phillip Van Hooser with an effective blueprint to the employee selection decision and interview process. Business leaders and HR personnel can use his selection blueprint to find the “best suited” candidate for each and every job to be filled, greatly raising the chances of finding and retaining the best employees for their organization.

After taking Interviewing and Selection, users will be able to clearly identify which interviewees will be best suited for the organization, who can contribute to the overall effectiveness of the team.

The Art of Employee Appraisals: Keeping Staff at High Performance

Employee evaluations and appraisals are an important tool for keeping staff at high performance - even for the best, most highly motivated employees. They help provide direction regarding their past and current performance levels, and help them manage their future performance. Evaluations and appraisals are even more critical for marginal or under-performing employees. Supervisors, managers, and HR personnel must be well prepared in order to effectively evaluate, and set goals during the appraisal process.

When business leaders use feedback as a performance setting tool, it is critical to instill a fair and effective process of appraising and evaluating employees. Honest and open feedback can be difficult for employees to deal with unless the right culture and appraisal structure has been established. Without these structures, performance will usually suffer. The Art of Employee Appraisals offers ideas with impact and recommends structures for effectively evaluating and communicating feedback to employees within your organization.

These employee evaluation and appraisal techniques have been tested and proven by speaker Phillip Van Hooser in various organizations throughout North America, and will work for your organization as well.

And For Those Looking for a Customer Service Booster Shot…

Those of you who have read my books, newsletters and articles for years know that I am sold on the importance of serving customers professionally. Well, I’m pleased to report that I have a new tool to recommend for your customer service tool box.

My dear friend and professional speaking colleague, Shep Hyken, has just release his new book, “The Cult of the Customer: Create an Amazing Customer Experience That Turns Satisfied Customers into Customer Evangelists.”  This book shows you how to design a strategy that leads both customers and employees through five distinct cultural phases – from “uncertainty” to “amazement.”  It includes dozens of case studies that show how great companies made this journey; the critical changes that allowed these companies to build a Cult of the Customer.

By the way, there’s even a special opportunity of which you should be aware. Buy the book on Tuesday, April 7 at Amazon.com and you will receive several bonuses that will make this book even more valuable to you. Go to Cult Of The Customer to learn more.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com