Skilled Migrant Professionals October 2014 | Page 41

Motivation Example: Attitude of Accountability – Example of Performance Levels in Terms of Behaviours Needs Work on Accountability Good Work on Accountability Great Work on Accountability •  hen new changes are impleW mented, I resist the changes and push for a return to the status quo. •  openly support change I initiatives. I don’t want to be told to take action, and I find opportunities to help complete projects more quickly and effectively. I do everything in the Good Work category, plus… •  accept personal responsibilI ity for the quality and timeliness of work without making excuses or blaming others. •  actively redirect conversations I with my colleagues to stop them from making excuses or blaming others. •  meet my commitments, I and if it looks like I won’t personally be able to meet a commitment, I take responsibility for implementing an alternative that ensures the commitment is still met. • f I uncover an unexpected probI lem, I immediately remedy the situation, but then I also bring it to the attention of others so that we can develop a root cause solution, thereby preventing anyone else from suffering the same issue in the future. •  hen breakdowns or missed W communications occur, I engage in finger-pointing and blaming others. •  hen I make mistakes or miss W deadlines, I offer excuses like “I couldn’t get it done because…” •  hen the going gets tough or W intense, I become frantic and even overreact. • I avoid extra work, and when work ing in a team, I allow my co-workers to do most of the work. •  encourage and convince my felI low employees to support change initiatives. The above, created for each of a few core attitudes, provides you with clear examples of behaviours at each level. This allows you to guide people on what they have to do to specifically improve how they work, rather than making suggestions in vague and abstract terms. The individual then has the choice to rise to the challenge, leave of his or her own volition, or be let go. To make this system work, you need to have clear consequences that are consistently and fairly applied or you will have created a ‘toothless tiger’. By developing and using this with your existing employees, as well as by recruiting people with the right attitude, you will change the overall attitude of your business as people begin to behave in the appropriate way. This is one of the quickest ways to build a robust, high-performing business with all the benefits and success that you have imagined. To find out more how you can do this for your organisation and people, contact Andrew Cooke of Growth & Profit Solutions on [phone] or by email at [email protected]. Andrew’s blog, Growth & Profit, can be found at www.growthandprofit.me 50% of newly hired employees failed within 18 months range of situations. This way, you can observe if people are demonstrating the right attitude in what they do. These behaviours need to be developed to affect each existing attitude: • High-performance – those behaviours demonstrated by someone performing above expectations. • On-target – those behaviours demonstrated by someone performing as expected. • Low-performance – those behaviours by someone performing below expectations. 3. Share and communicate these attitudes and behaviours with all staff members, assess people against these expectations, and provide continual feedback so progress can be monitored by both the individual and the company. This should also be integrated with the formal review process. October 2014 | www.smpmagazine.com.au 41