book.chapter Three evidence leadership tactics

Adopting evidence-based leadership practices can yield significant benefits, and there are three particular strategies that have consistently proven effective. These tactics are crucial for enhancing the overall performance of an organization by addressing the varying levels of employee performance. When it comes to managing low performers, the approach taken can have a profound effect on the collective output of your organization. Without a systematic method to encourage low performers to either improve or find opportunities elsewhere, there's a risk that the organization will become saturated with mediocrity, with employees merely going through the motions. It is essential to schedule regular, one-on-one discussions between leaders and employees to provide feedback on performance. For high performers, these conversations should center on the organization's future direction, expressing gratitude for their contributions, and discussing their needs in terms of additional responsibilities, training, or opportunities. With middle performers, the focus should be on affirming their value to the organization and setting specific developmental goals to be revisited in subsequent meetings. As for low performers, a structured approach known as the DESK method should be employed: Describe the behaviors that have been observed, Evaluate the impact these behaviors have on the organization, Show in detail what improvements are necessary, and Know the repercussions if no improvements are made. By consistently applying this approach and following through on the discussions, high performers will feel more valued and committed, middle performers will be motivated to improve, and low performers will be clearly informed that they need to improve or consider other options. This strategy aims to maximize the human potential within the organization, which is the essence of evidence-based leadership. Similarly, business managers can benefit from adopting a practice akin to doctors making daily rounds in hospital wards. Managers should make regular visits to each person who reports directly to them. These structured visits provide an opportunity to answer questions, ensure resources are available, and monitor the progress of ongoing projects. To effectively implement this strategy, managers should inform their employees in advance to frame these visits as opportunities for interaction rather than as intrusive oversight. Preparation is key, so managers should be aware of any significant issues their team may be facing to facilitate meaningful discussions. Personal connections should be fostered to strengthen relationships, and meticulous notes should be taken to track issues and their resolutions. Managers should ask insightful questions to gauge what is functioning well, who deserves recognition, whether the necessary tools and resources are available, and what internal systems could be improved. It is crucial for managers to address any issues raised and to communicate the actions taken to resolve them in subsequent visits. Publicly recognizing and rewarding high performers reinforces the message that excellence is valued. Repeating these visits regularly, ideally daily, will establish them as a fundamental aspect of the manager's leadership style. Finally, managing up is a technique that aims to eliminate the "we/they phenomenon," where individuals position themselves positively while casting the rest of the organization as the source of problems. By speaking positively about other departments and ensuring smooth internal transitions between business units, managers can foster a culture that values collaboration and coordination. This is particularly important as customers often have negative experiences due to poor internal hand-offs. To encourage a cultural shift towards managing up, managers should conduct attitude surveys to establish a baseline for future progress. They should also keep their superiors informed through scouting reports, which can encourage more frequent visits and visibility from higher management. Recognizing employees who make outstanding contributions and suggesting personal acknowledgments from the boss, such as handwritten thank-you notes, can be very motivating. It is also beneficial to help frontline staff understand the organization's products and the qualifications of its people, enabling them to confidently and naturally communicate the value proposition to customers. Promoting open and candid conversations among employees can create an environment where honesty and frankness are the norms. Developing formal written feedback systems can help employees understand the goals of other departments, reducing aggressive behavior and fostering a more cooperative atmosphere. For these systems to be effective, employees must be willing to provide honest feedback, as anonymous contributions are less likely to lead to meaningful change.