This title may be a bit misleading but it is great for marketing purposes! Traditional thinking is that, as a manager, you need to shift your focus and spend more of your time and energy focusing on your best people, so I can see why you would be confused if I am now telling you to focus on your SOB’s! I know what you are thinking – “but Scott, that isn’t what I call my poor performers! I can’t say that, I will get in trouble with HR!” I am sure you have other code names for them…but I digress.
No, in this case the SOB’s I want you to focus on are Specific, Observable, Behaviours. One of the biggest management challenges I see is the lack of feedback and performance based discussions that take place between a manager and their employees. Far too many managers and employees are quick to complain about their organization’s performance management system (justifiably so in most cases) as the source of all evil, when in fact, because the front end coaching and communication between manager and employee is so non-existent, the root cause lies there.
We tend to not equip our managers with the proper tools to actually communicate with and coach employees. They get bogged down in process, forms, compliance, complicated goals and objectives and pie in the sky metrics. The reality is that everything starts with having a conversation with your employees. Simply put, employees want and need feedback on their performance and the easiest way to do this is to focus on what you are observing (good or bad) as far as their behaviours and outcomes go. This generates conversation which leads to a coaching opportunity.
I am a firm believer in focusing on HOW work is done more so then so then WHAT work is done. I believe that if you have employees with the right approach to completing their work, you can always train them on skills gaps. Alternatively, you may have someone who delivers work of the highest quality; however, they are a complete a**hole to deal with and leave a trail of bodies behind them every day. This type of person is toxic and should not be in your organization – but that is a post for another day.
For most of us, we deal with folks who are somewhere in between these two ends of the spectrum. Most of the time they display the right approach to work and most of the time they deliver. Focusing on the specific behaviours you want to see is how you get your people going in the right direction – all of the time. Talk to them about HOW their work (goals) gets done (completed). Identify WHAT you want to see from them. Communicate and coach them on these behaviours. Coach up when they are demonstrating things you do not want to see. Coach for reinforcement when they display what you want to see.
When coaching, give examples – be SPECIFIC. Employees need to know EXACTLY what they are doing well and where they need to improve. The key to this is to identify, in advance, what successes looks like for that employee in that role. That is, as the manager, you need to identify what behaviours you want to see and outline what that looks like (success) – this way, the employee has a clear idea as to what the expected outcomes are and there won’t be any surprises when they receive feedback from you. Essentially, the pre-determined behavioural outcomes become your anchoring statements every time you coach. That is, you are always referring back to these as the game plan and deviations from the game plan are rooted in the coaching conversations you have with your staff.
So, if you are looking to simplify your coaching conversations with your staff, remember to focus on the SOB’s – Specific Observable Behaviours. With an acronym like that, you won’t ever forget! As always, I welcome your comments and feedback. Best of luck dealing with your SOB’s!
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