Behaviour change failure rates in employees are 80%-90%. Managing performance on the job:
How to avoid strikes and collective bargaining revolts.
Managing behaviour on the job is more than telling an employee what to do. It is a negotiation. Effective managers and leaders at driving performance in sales or market access are skilled coaches and negotiators. Assuming a high performer will be a great manager is the worst mistake that a leader can do. Management is an art and a science which requires a corporate wide training curriculum. Dealing with conflicts can lead to massive lawsuits when throwing inexperienced managers and leaders in the rabbit hole. The employee year end review and goal setting discussion for the new year is a "negotiation". Negotiation principles should be used with coaching skills. In my years managing multiple teams, leadership is contextual. Certain management principles are the foundation of good management on the job to drive growth. If sales are not coming in there are 1 of 2 reasons; 1) the quota is set too high or 2). You may not have a proper management and coaching model. A corporate wide management and leadership model is necessary to drive performance. Even non-verbal behaviours can be coached in such a model as well as EQ-i competencies. Management is not just telling someone what to do, it is both an art and a science of managing the shadow psyche and the conscious psyche. The labour rights fight for Tesla and even for the Premier of Quebec with 570,000 bloodthirsty workers has a lot to do with not having such management models in place which address employee grievances before they become public. We are watching how the trajectory takes a nosedive in negotiations with Tesla now side tracking and ensuing a lawsuit on the government of Sweden as a last resort to buy time.
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