5.2 Define and Communicate Success and Direction

Define and Communicate Success and Direction

One of the keys to a great performing team is that each member of the team knows his/her job responsibilities and what you define as success. The clearest, most consistent and documented way to accomplish this task is through job descriptions.

You have already experienced the importance of a job description for yourself as a Program Director in the series. Now it is time to extend that clarification to what you expect of your staff.

Develop Employee Job Descriptions

Before you begin writing, ask yourself if you are clear as to the role and nuances of each staff member’s job. (Note: If you have structured your staff prior to writing job descriptions, then you should already be clear about these tasks and responsibilities.)

While most (or all job roles) might involve Performance Coaches, are there other parts of each individual Performance Coach’s job that are unique only to him or her? For example, a particular Performance Coach might do evaluations, so that would be something that you will want to include on the job description.

Another might be in charge of facility cleanliness and organization – again, something you want to include on the job description.

Creating job descriptions does not have to be a lengthy, time-­‐consuming event. You simply have to outline what you expect each and every member of your team to do on a daily/weekly/monthly basis. Whether handwritten and photocopied, or written in a more formal manner like the samples provided on the Parisi “Marketing Advantage Site,” a good job description for each member of your team lets performers know what is expected of them on a daily basis.

Ensure Staff Members Understand Their Roles

When not communicated to employees, even the best job descriptions have little value. Take the time to sit down with each member of your staff and discuss the specific responsibilities and expectations of the job description. Provide ample time for the individual to read the description and answer any questions that might arise.  A fifteen-­‐minute discussion about a person’s job can solve a lot of misunderstanding in the future.

Remember … Most employees start out wanting to do a good job!

Many studies have shown that as much at 90% of the workforce wants to do a good job. Of that 90%, only 10% will succeed without any leadership intervention. That leaves 80% of the workforce that relies on YOUR leadership to show them the way!