Measure progress (create scorecards’) ‘balanced Review performance against the goals modify if needed – Commit to semi-annual review and discussion of goals with your team performance results on a micro and macro level quarterly Manage profitability, not billability Regularly set and recalibrate priorities make sure your effort is spent on the most – important issues Recognize and reward achievements Self and Staff Development Start by hiring the right people (remember the - personality, attitudes, “intangibles” motives, group chemistry - are indelible; knowledge/skills can always be acquired) Assign a new hire an informal from your group to help show them the ropes, “mentor” learn the resources, etc. Take new hires to lunch their first week...Request that each staff member schedule a time to have lunch with their new colleague Set objectives - for new hires, for newly promoted, for new task assignment Follow up on objectives/expectations via informal feedback, regular project reviews, (management by walking around) “MBWA” Ensure proper assessment of progress toward objectives Conduct REGULAR and TIMELY Performance Appraisals Seek their perspective on their own situation Provide challenging work - and as much variety as possible train (within your group and between departments or disciplines) Share knowledge - set up regular brown bag and Learn” sessions “Lunch See formal communications/meetings for ideas (such as regulation expert assignment) Best way to learn is to be asked to teach Shared knowledge is facilitated by shared access - Encourage common e-filing on the network Make sure each junior staff is an "understudy" to an account manager or project manager Bring employee to upper level management or client meeting with a specific role or assignment to fulfill Hold a meeting” to on identifying work” vs. “re-energizing “productive work” - which should be eliminated or reduced or altered Ensure are properly equipped with resources and tools
Measure progress (create ‘balanced scorecards’) Review performance against the goals – modify if needed Commit to semi-annual review and discussion of goals with your team performance results on a micro and macro level quarterly Manage profitability, not billability Regularly set and recalibrate priorities – make sure your effort is spent on the most important issues Recognize and reward achievements Self and Staff Development Start by hiring the right people (remember the “intangibles” - personality, attitudes, motives, group chemistry - are indelible; knowledge/skills can always be acquired) Assign a new hire an informal “mentor” from your group to help show them the ropes, learn the resources, etc. Take new hires to lunch their first week...Request that each staff member schedule a time to have lunch with their new colleague Set objectives - for new hires, for newly promoted, for new task assignment Follow up on objectives/expectations via informal feedback, regular project reviews, “MBWA” (management by walking around) Ensure proper assessment of progress toward objectives Conduct REGULAR and TIMELY Performance Appraisals Seek their perspective on their own situation Provide challenging work - and as much variety as possible train (within your group and between departments or disciplines) Share knowledge - set up regular brown bag “Lunch and Learn” sessions See formal communications/meetings for ideas (such as regulation expert assignment) Best way to learn is to be asked to teach Shared knowledge is facilitated by shared access - Encourage common e-filing on the network Make sure each junior staff is an "understudy" to an account manager or project manager Bring employee to upper level management or client meeting with a specific role or assignment to fulfill Hold a “re-energizing meeting” to on identifying “productive work” vs. work” - which should be eliminated or reduced or altered Ensure are properly equipped with resources and tools