Observe, Coach, and Develop
Posted: Sun Feb 02, 2025 10:59 am
Performance Suffers When Managers Fall Behind
This trickles down to every employee. If managers are too busy to do their jobs, they don’t take time to train and develop their people or to keep a structure in place. When this happens, customers may be “helped” by people without proper training and who are unsupervised.
Salespeople pick and choose whom they want to work with, leaving some customers unattended to aimlessly wander around until they leave. This stretches managers even further, as they run from one problem to another.
Their people start to feel left out or alone, communication breaks down, and everyone at the business starts to work off of assumptions. Processes break down and people start to “make it up as they go.”
As a result, performance suffers, employees become afghanistan telegram data discouraged and leave, customers buy elsewhere and sales revenues and profits decline. Essentially, the entire business starts to implode.
When this happens, who gets blamed? Who loses their job? Managers do because their people didn’t perform and weren’t held accountable because they didn’t have time to do their job.
A manager’s job is to train, educate and develop their people, and to make them as successful as possible. To be effective, managers should be buried in people, not in paper or meetings.
It’s only when managers know what their people are doing — or not doing — that they can help them to be more productive. To do this, managers must make it a priority to observe, coach, and develop their people.
This trickles down to every employee. If managers are too busy to do their jobs, they don’t take time to train and develop their people or to keep a structure in place. When this happens, customers may be “helped” by people without proper training and who are unsupervised.
Salespeople pick and choose whom they want to work with, leaving some customers unattended to aimlessly wander around until they leave. This stretches managers even further, as they run from one problem to another.
Their people start to feel left out or alone, communication breaks down, and everyone at the business starts to work off of assumptions. Processes break down and people start to “make it up as they go.”
As a result, performance suffers, employees become afghanistan telegram data discouraged and leave, customers buy elsewhere and sales revenues and profits decline. Essentially, the entire business starts to implode.
When this happens, who gets blamed? Who loses their job? Managers do because their people didn’t perform and weren’t held accountable because they didn’t have time to do their job.
A manager’s job is to train, educate and develop their people, and to make them as successful as possible. To be effective, managers should be buried in people, not in paper or meetings.
It’s only when managers know what their people are doing — or not doing — that they can help them to be more productive. To do this, managers must make it a priority to observe, coach, and develop their people.