You have world-changing ideas.
Don’t let them fall victim to people problems.Is poor communication from your staff compromising your culture of innovation? Is conflict and lackluster teamwork crushing the execution of your vision? Rapidly growing tech companies are finding that great ideas and passion aren’t enough to grow a successful business and attract investors. Without people skills and leadership talent, your company will die and end up in the tech company graveyard with all the other has-beens. And let’s be honest — most technology leaders don’t learn these skills in any school.
IT DOESN’T HAVE TO BE THAT WAYImagine having a company where all of your people problems are solved, and your employees work together as expert implementers of your brilliant ideas. They get things done quickly, effectively, and without more hassle for you.
At Clausen Consulting, we bring significant value to technology companies and their leaders. Unlike other advisors to technology companies, we focus exclusively on people strategy, the kinds of strategies that transform your talent into high-performing teams and expert implementers of your brilliant ideas. Our 5-Step proprietary process takes you to a level of speed, performance, and execution that your competitors will only ever dream of. You achieve your milestones more reliably, increase profits, secure your place in the market, and become a rare innovator that can come up with ideas and launch them successfully in a highly competitive marketplace.
HERE’S WHAT WE DO.We conduct a thorough assessment of your company’s people strategy needs and design a customized system that builds your employees into high performing leaders who delight your customers and dominate your competition. Our philosophy of people strategy solutions is based in a “culture of coaching”. By that we mean that your executives, managers, and front-line staff bring out the best in each other, constantly improve results, and build an unstoppable team that works for common goals. Ultimately a culture of coaching enables employees to have the business and emotional intelligence to delight customers, implement ideas to increase revenues and profits, and increase the value of your business.
SPECIAL REPORT: THE PROBLEM WITH LOW PERFORMERSEvery business, despite best efforts in recruiting, hiring and motivating employees, eventually faces the problem of low performers. Tasks get done but seldom on time. Absenteeism and tardiness creep up. The manager gradually shifts some of the workload to other, higher-performing workers. As the manager, you wish people like this would just disappear, but it seems they never do. They just seem to hang on and on… In some circles this is labeled “presenteeism,” and having these low performers at work may be costing you more than if you paid them to stay home! Top performers, saddled with the extra load of carrying dead weight, may simply choose to move on. What can you do, then, to solve this dilemma? Here are five key steps to change the performance pace in your organization.
- Identify the problem in clear, measurable terms. If you’ve been meaning to set performance standards for each job in your area, now is the time. Absenteeism, tardiness, missed productivity levels and timeline delays could all become part of a set of performance standards (although you will be well-advised to set these standards in their more positive polar opposite verbiage.)
- Communicate. Meet with your low performers, lay out the expectations and the places where performance regularly falls short and make clear what the specific expectations are for future performance. Make it clear these expectations will be tracked and frequently evaluated. Then do just that—make the consequences of failing to meet these goals clear and enforceable. Consider coaching these employees toward improvement. The PXT Coaching Report can help managers communicate and coach employees.
- Work your plan. Execution is the key. Follow your scheduled evaluations of performance with clear feedback. If expectations are not being met, give the feedback immediately. While your fondest hope may be to see these people improve their performance, it’s much more likely you are simply documenting the path to the door. Either way, timely feedback, action on promised consequences and consistent application are your key to solving the problem.
- Document your process. One successful manager said, “The most expensive time an employee is on my payroll is the interval between when I decide to fire them and when they go out the door.” Because firing someone, especially someone who has been with the business for a long time, is very painful, you may find yourself procrastinating. Your delay at this stage can only compound the damage. Following Jack Welch’s advice to remove the bottom 10 percent of employees each year is not an easy path, and you may differ in your approach to making your business better, but to ignore a consistently low-performing employee is to ensure your operations will never be as good as they could be.
- Take Action. If you’ve followed steps one through four, you are ready to make the necessary decisions for the good of your company and other employees.