Page 175 - Build a Culture of Employee Engagement with the Principles

146 Carrots and Sticks Don’t Work

let me go. It turned out that I was cleaning only two-thirds of
what I was expected to be cleaning in a full shift. He told me
that he started employees off slowly so that they could catch
on, but I clearly wasn’t getting any quicker. Of course, he never
communicated this approach to me up front. He then showed
me the new areas to be cleaned, and the very next day I fin-
ished all with time to spare. Tasks take the time you give them,
and people work to the goals you set. Do your employees clearly
know your expectations?
Setting challenging goals that support the organization’s
mission and vision is a critical part of your job as you seek to
maximize your human resources. At the same time, supervisors
must make sure that employees’ expectations are being met. For
example, what do your employees expect in terms of develop-
ment and advancement opportunities? While an employee may
be meeting the expectations of his supervisor, if his own goals
and expectations are not being met, he will likely become dis-
couraged and disengaged. How effective are you at developing
and managing the goals and expectations of team members?
Take the following self-assessment and find out.

EXPECTATION MANAGEMENT
SELFASSESSMENT QUIZ

Read each statement below and decide how accurately it
describes your management style using the following scale:

a. Never or rarely engage in this behavior (0 points)
b. Sometimes engage in this behavior (1 point)