| If you struggle with giving employees clear | | | | S - Things you want employees to Start doing: |
| explanations about your expectations, you are not | | | | • What actions do employees need to begin to |
| alone. In the performance management arena, much | | | | take? |
| discussion abounds about performance discussions. | | | | • What are employees totally overlooking? |
| So the next time you find yourself struggling to explain | | | | • What are employees totally not doing? |
| what you want or don't want when it comes to | | | | EXAMPLES: Analyzing unnecessary interruptions |
| performance, try the following KISS(Keep, Improve, | | | | and systematically working to reduce or eliminate |
| Start, Stop) method. It contains a series of questions to | | | | them; scheduling time each day to do the most |
| help you think critically about your expectations. | | | | important tasks; or meeting with others to coordinate |
| K - Things you want employees to Keep doing: | | | | activities when necessary. |
| • What things do employees do exceptionally well? | | | | S - Things you want employees to Stop doing: |
| • Where do employees exceed expectations? | | | | • What do employees do that negatively impacts |
| • Where do employees exhibit satisfactory | | | | their performance? |
| performance? | | | | • What do employees do that negatively impacts |
| EXAMPLES: Keeping a master list of all the smaller | | | | the performance of other employees? |
| jobs and assignments that need to be handled over a | | | | • What do employees do that negatively impacts |
| several week period; prioritizing various jobs and | | | | the team, office, or organization? |
| activities; or grouping similar items together and handling | | | | EXAMPLES: Waiting until the last minute to get |
| several things in one visit or call. | | | | started on tasks; putting off unpleasant or difficult |
| I - Things you want employees to Improve: | | | | tasks in favor of tasks that are easier or more |
| • Where can employees do just a little more? | | | | desirable; or setting unrealistic deadlines and time |
| • What areas do employees need to make an | | | | estimates. |
| extra effort? | | | | Remember, employees cannot give you what you |
| • Where are employees doing some things well and | | | | want if you are not clear about what you want. Also, |
| some things not so well? | | | | when it comes to performance improvement, |
| EXAMPLES: Looking for ways to streamline tasks; | | | | employees don't always know what they need to do |
| using checklists or some other organizing method to | | | | to get better. This approach can help you more |
| standardize routine tasks; or writing out a regular | | | | effectively formulate your thoughts, structure your |
| workload management plan that includes time | | | | conversation, and communicate your expectations. It |
| estimates for specific tasks. | | | | might also give your employees some ideas. |