In conversation with... Alana Jones

You work with leaders to get the best out of their staff – what should managers be doing that they currently are not? 

We give our best when we want to and believe that we can.  Creating the conditions where staff want to give their best is the challenge of staff engagement. It’s trying to creating a sense of shared purpose, belonging and the desire to give that precious bit extra.  Building belief in ability, while sometimes neglected, is extremely powerful.  It can provide the mind-set required for learning, innovation, attempting tougher tasks and achieving more.  The effective manager will continuously work on building team members’ belief in their ability, provide support for their development, celebrate their achievements, encourage them to learn from unsuccessful attempts and challenge them to achieve.      

What are managers getting wrong when it comes to staff engagement?

Every manager should be provided with an overview of the numerous studies which demonstrate the impact of staff engagement on organisational performance.  Engagement initiatives are damaged by a lack of full management buy-in.  Every manager shares responsibility for staff engagement; it’s not just a matter for H.R. 

Feedback is a big part of performance management – what is the best way to deliver feedback to your employees?

Adopt a coaching approach by asking the employee questions to encourage them to consider and evaluate their own behaviour, how others might have regarded it and what impact it may have had.  This increases self-awareness and responsibility.  It is also helpful to have a forward focus, asking the employee what they will do going forward.  

When feedback is being provided, whether positive or negative, make it specific.  Telling a colleague that something was “great” provides no insight as to what specifically made it great.  Performance discussion works best as an ongoing dialogue.  Discussing areas for improvement is easier and better received when you are regularly commenting on strengths and achievements.  

Finally, avoid saving criticism for the formal appraisal: stale criticism encourages rot!

What’s your advice for leaders who must manage difficult people?

Have regular discussions with each of your team members.  Use the discussion to explain your perspective on how things are progressing, challenges ahead and what input you expect the individual to have.  Ask the individual for their perspective.  Check if they feel equipped to deal with their future workload and if they have any concerns.  Discuss performance and offer forward-focused suggestions on what would be great to see them doing.  Invite suggestions for improvement.  This may flush out some reasons underlying difficult behaviour.  

Talking regularly to all team members on a one-to-one basis avoids singling out a difficult employee who might otherwise claim discriminatory treatment.  If the difficult employee’s behaviour deteriorates to the point where disciplinary action becomes appropriate, at least you will have ensured that you have clarified expectations and provided the individual with the opportunity to raise concerns or the need for support.

How important are mentors to an organisation? 

In-house mentoring initiatives are growing in popularity and can facilitate the sharing of knowledge and experience within an organisation.  The mentors should be trained and the purpose and nature of the mentoring relationship should be established at the outset.  Senior managers and leaders are best served by a coach or mentor external to the organisation.  The external provider creates a safe space for confidential discussion, bringing no agenda other than delivering on the contract to support and challenge the individual to be their best.  Free from any baggage of the organisational culture, the external provider is a more powerful agent of change.

Alana Jones is the Director at Alana Jones Workplace Solutions.