Training & Development
doing everything. After a while, the responsibilities can be rotated so that everyone gets a go at everything. Over a period of (say) a year, people could acquire more knowledge, skills and experience than they normally would and this might look very positive on their appraisals - and their CVs.
Where to start this process? Well, you could start with everyone’s job description or list of duties. These could be reviewed with individuals and details of the new responsibilities could be added - essentially for their professional development.
The expectation that people will need to be fully engaged to get full pay
When the new duties are rotated, the job descriptions are updated accordingly. By doing this in writing, individuals are more likely to grasp that this new way of doing things is what the employer wants of them. It reinforces the expectation that people will need to be fully engaged to get full pay.
With discipline matters, a team meeting might help to give everyone the correct understanding and appreciation of the role of the team member and the role of the supervisor, e.g. the team member recommends the appropriate action when needed and the supervisor ‘signs off’ the steps to be taken.
In my view, team members should be given the opportunity to ask for each other’s support, not only in the added role and responsibilities but also to carry out their
usual range of duties. ‘Group Discipline’ for me also means pulling together as a team and supporting each other. If we cannot do that, we are not really working as a team.
Now let us turn to getting people in charge to adopt an attitude of healthy self-criticism, and to ask for honest and continuous feedback from people at every level in the workplace.
You may have previously read in these pages about the need to have a ‘feedback contract’ for people in every workplace. This should really help you. In my case, I went to my team and asked each of them separately how they would like me to act if, at any time in the future, they underperformed or did something stupid. I asked them the same question for when they did something good or excellent at work.
Finally, I asked what should happen if I let them down or underperformed in some way. That last question proved trickier to answer than the others, but I ended up with five quite different feedback contracts - which worked well and were subject to review at any time.
My boss seemed quite relieved to know what was expected of him
Armed with my five feedback contracts, I went to see my boss and made a similar deal with him. He seemed quite relieved to know what was expected of him and what he could expect of me.
My team was the least experienced and the least qualified in the department, but it
quickly became the most successful one (of six teams) measured by days worked for clients and income.
So, good luck with getting responsibility pushed down from you and pushed down to you and make sure you get feedback contracts with everyone!
© 2017 Frank Newberry
For more on this topic and some great training seminars, why not register for Pitchcare’s Supervisory Essentials Workshops this winter?
Frank’s proven, popular, highly interactive and entertaining one day seminars are ‘stand-alone’. You can take any one, any two, any three or all four seminars. They will all be held at the National Sports Centre, Bisham Abbey, Marlow, Buckinghamshire this winter:
Dates are:
Problem Solving & Decision Making - 23rd March 2017 Taking Charge - November 2017 (tba) Getting Better Results - December 2017 (tba)
Enhanced Communication Skills - February 2018 (tba)
For more details, including how to book your place on all Pitchcare workshops, visit the website
www.groundstraining.com or contact Chris Johnson, Pitchcare’s Training Development Manager at
chris.johnson@
pitchcare.com
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PC FEBRUARY/MARCH 2017 I 133 Early Start o
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