Establish Accountability - Did I provide feedback to my constituents? Did I set them challenges?
Do you understand your team? Do you know what motivates them? Do you provide them with regular feedback, both positive and corrective? If not, why not? You cannot hope to build accountability unless you are sharing feedback with your team. Do you have regular reviews with your team? How do you stretch them? How do you enable them to be the best they can be? By developing an understanding of what motivates them, and how they appreciate being thanked or praised, you can turn good colleagues into great colleagues. For some, the reward may be dinner at an expensive restaurant; for others the gift of time may be more precious. But you are not going to be able to leverage these unless you understand what works for the individuals you are charged with motivating and keeping committed to your shared goals. Even the most ambitious of us can get stuck in a rut; therefore you need to set challenges for your team. These challenges must be attainable, meaningful and, if possible, enjoyable. They must be slightly out of the reach of what that individual team member believes he can achieve, and then you must work to ensure he rises to meet the challenge. In this way, you are able to slowly raise the bar over time, without introducing self-doubt or anxiety about performance. Improved performance leads to competency, happy clients and respect. Would your IT users spend discretionary budget with your team? If not, what skills could you develop in your team to make these users customers?
|
|
|
