They Are NOT Family
One of the most common excuses I get from leaders to not manage people systematically is, "We're like a family. Everyone knows what to do."
There are a number of reasons why this is one of the great lies of "leaders." It really says, "I don't want to deal with it."
Consider this simple math:
Leaders + laziness = LAWSUITS and/or lost profits, busyness yet low productivity, lost customers, employee turnover...
A "Stella Awards" email with false stories is making the rounds. Stella is the woman who sued McDonald's for giving her coffee that burned her when she spilled it on herself. It does not matter that McDonald's serves 24 million cups of coffee for each reported coffee spill that burns; or the fact they serve their coffee at the temperature recommended by the National Coffee Association; or even the fact Stella admitted to spilling the coffee on herself after she had left the restaurant. A jury awarded Stella $2.9 million.
The real Stella Awards should remind you that the people who file these lawsuits may be part of your work "family" (employees and/or customers). Employees can sue you and customers can sue you when employees make mistakes. Yuck.
These people may share two common values of many Americans: It's all about me and it's not my fault!
WHAT TO DO: (at a minimum)
Set clear, measurable objectives
Document progress towards achieving those objectives
Document significant employee behavior
Write annual performance reviews
Please do not gamble your company because you assume everyone is "like family." Consider MANAGEtoWIN or at least something as a way to quickly and easily document employee behavior regularly.
Meeting Ideas
They Are NOT Family is about professionally managing people, whether you are a company owner, executive, manager or even a co-worker delegating work to others.
It's great to enjoy the people you work with and have a sense of family or camaraderie. Just be realistic and professional: You still have to set clear, measurable objectives, pursue them ethically and competently, and hold everyone accountable to performing to your company standards.
Here are some potential questions for your next staff meeting to consider how systematically you are documenting employee performance:
Are the key objectives we are pursuing as an organization and individually clear and measurable? (How?)
When is the last time anyone documented in writing your progress towards achieving each of your 2009 objectives?
When is the last time someone documented in writing something you did great or a mistake you made? Are your mistakes and achievements receive equal attention? (Why or why not? Yes, this question could be trouble. Use it carefully and wisely.)
When was the last time you had an annual performance review? Did it strengthen your relationship with your boss? Did you leave the meeting with a clear understanding of how well you performed during the review period?
