Driving Your Team to Peak Performance in 4 Easy Steps!

My grandmother was a strong, opinionated woman who was always good for a quote. One of the things she always said was, “As much as things change, the more they stay the same.” As a child, it made little sense to me but as I grew older, I recognized the true genius of those words.

I’ve worked for a number of organizations, large and small—from quick-serve restaurants to electronics retailers to healthcare providers. As different as they were, there was one thing that was consistent: the better the people within the organization performed their individual jobs, the better the company performed as a whole. And the best leaders in those companies were the ones who identified how to get the most out of their people; in some cases getting more from the employees than they believed they were capable of giving. It’s simply about driving peak performance.

Driving peak performance of an employee is similar to what a coach does for an athlete. The athlete may have the talent, but talent isn’t always enough. A great coach brings out the very best an athlete has to give. Think about the world’s greatest athletes and consider where they might be today if they didn’t have someone who pushed them beyond what they thought were their limits.

The question is: Who is responsible for bringing out the best in your people? If you haven’t figured it out by now, the answer to that question is simple—yes, it’s you!

Why It’s Important

First, a talented and skilled workforce is the lifeblood of every organization. Companies are quickly learning the importance of having the right people. Talent is one of the last frontiers for differentiation. Any company can have a patent or produce a product. The value you create for a customer is directly linked to the value of the talent you employ. It takes talent to market the product, sell the product, and to serve customers. So, in an industry like hearing healthcare where products and prices are similar for most businesses, the biggest differentiation between competitors is: the people.

Second, is due to the “war for talent.” The country is close full employment; with the current unemployment rate a 50-year low of 3.5 percent. This indicates that anyone who wants a job most likely has one. This means that retaining your best talent is critical because replacing them has become increasingly difficult. The individuals on your team need to feel valued. The best way to do this is by providing feedback on their performance, praising them when they do well, and coaching them in areas where there’s room for improvement.

How to Implement

So, how do you do it? Just like a coach, it’s about giving consistent feedback that can be acted on right away. Most of us are familiar with giving feedback in the form of an annual performance appraisal, but a process known as Performance Management is different.

Words that describe the performance appraisal process include occasional, formal, structured, and standardized. It’s all about what’s been accomplished and is strictly a history lesson. Performance Management, on the other hand, is described as continuous, informal, flexible, and customized. It’s all about making progress, focusing on the future, and helping a person reach his or her full potential.

Performance Management Cycle

For example, most performance appraisals are conducted annually, and while that’s better than nothing, a format that provides more frequent feedback would be an improvement. Your employees are an integral and indispensable part of running your business efficiently. That’s why keeping them continuously informed on how they’re performing makes them better and therefore your business better.

Using Performance Management, you can ensure that your employees not only fulfill their responsibilities but also do so to the best of their abilities and meet your expectations. This level of performance is realized by monitoring and developing the desired traits and skill, rating their progress, and rewarding them for achievements.

The Performance Management Process

  1. Involve Employees in the Planning Stage
    Involve your employees in the planning process. When will you meet? How often? How will their performance be measured? This will help boost their morale and confidence and avoid any communication gaps.
  1. Track the Progress of Your Employees
    Measuring the performance of every employee is also important. It lets both parties know what progress has been made and what improvement must take place.
  1. Give Regular Feedback
    Talk to your people more, not less. Observe them while they’re performing assigned tasks and give them feedback right away. Meet with them more often, perhaps quarterly. Don’t forget to document every discussion.
  1. Do a Yearly Review
    The performance appraisal doesn’t go away—it becomes part of the performance management process. But think about how much easier it’ll be now that you’ve been discussing their performance all year long.

This might seem like a lot to do on your own. The good thing is you don’t have to—Consult YHN can help you put together a process for you and your entire team.

Here’s what it looks like:

 Performance Management Process

This process works across all industries and organizations. Businesses might be different, but the importance of people is constant. It’s been that way and in our hyper-competitive climate, it’s not likely to change. Looks like my grandmother understood this – I guess she really was a genius!

About the Author

Kenneth Gregory joined Consult YHN in 2014 and currently serves as a Training Manager in the West Region. He is a retail veteran, having previously worked for such giants as Target, Starbucks, and CVS in multiple leadership roles. Ken rarely puts pen to paper but is always thinking about how to make businesses thrive by leveraging the best asset within their four walls: their people. He works with field staff but is equally comfortable in front of audiology practice employees at all levels. Ken also loves an audience and enjoys being a classroom facilitator. While taking topics like this seriously, Ken likes to laugh at himself on occasion. However, his greatest gift might be his ability to get his three-month-old grandson to laugh.

2019 Year-in-Review

As we embark on a new decade, we took a moment to appreciate the past year. Together, we accomplished a lot. Join us in celebrating some of our best moments.
Thank you for your continued partnership. We look forward to an even more productive and prosperous 2020!

About the Author

Julia Shreckengast joined Consult YHN in 2015 and serves as Marketing Account Executive, providing support to Associates by managing creative projects and developing/executing marketing plans. Prior to joining Consult YHN, she helped promote the city of New Orleans as a member of the New Orleans Tourism Marketing Corporation. Julia graduated Cum Laude with a bachelor’s degree in marketing from Tulane University.

Rethinking Business Done Well

I recently sat down over a two-day period with the Owners and Directors of Operations of 15 large hearing care practices. This group collectively represents some of the more efficient organizations in our industry, each one easily within the top five percent in terms of direct impact delivered and overall revenue.

Over the course of the meetings, we discussed industry dynamics, marketing tactics, and P&L (Profit & Lost) performance: all subjects that influence almost every business in our profession, big and small.

However, none of the above topics drove the most curiosity and ire from these highly proficient business leaders or was the topic we spent the most time discussing.

leadership-narrowDo you want to know what topic we discussed the most?

Answer: team development and recruiting!

Even with all the success these business leaders have had, they still struggle to earn buy-in from their teams in order to drive performance and cement a commitment to excellence. And, like so many other employers, they also still struggle to find and retain the most skilled individuals to help service their patients.

Some were caught in a constant state of hiring, training, and replacing team members so frequently that in one case, sadly, they admitted not knowing the full name of every employee on their payroll.

“We’ve seen the enemy,” one owner said. “And it’s us.”

Overstated perhaps, but even those most confident in their circumstances admitted a desire to see greater drive in their employees and greater results from their teams.

The truth is, the single greatest strength for a company is its people and the single most volatile variable for business success is leadership. In fact, unless you’re a true one-person practice, your best hope for growth and sustainability is to scale your expertise and patient focus beyond your direct influence through your staff.

Even the highest performing practices are beginning to rethink the way that they do business in order to drive real results.

Maybe you should, too.

The best advice we can offer is to…

  1. Fall in love with your patients again—not your products and services—and teach your team to do the same.
  2. Thread your WHY through every narrative, from marketing to attracting, hiring, and developing your dream team.
  3. Understand that it’s a buyers’ market for employees and take the time to understand what motivates each (current or prospective) team member then learn how to tie it to performance.
  4. Let Consult YHN help you find experienced candidates who will positively influence and integrate into your practice then continuously develop their skills.

In other words, take advantage of the national, industry-leading support system that Consult YHN provides. This includes our full lifecycle Recruiting Services and the Consult Employee Development Program (EDP) which offers regional classes throughout the year for every member of your staff to ensure they’re working together harmoniously, efficiently, and with an “opportunity mindset.”

About the Author

Cliff Carey is an Account Manager in our East Region. With nearly 20 years of business and management experience, Cliff joined Consult YHN in early 2019 to lead our associates in New York and northern New Jersey. Cliff’s diverse background in business strategy, systems analysis, human resource and team development, and marketing and consumer engagement have helped him to drive for operational success and revenue growth both in and outside of hearing healthcare.

Drive the Highest Levels of Growth Through Employee Engagement

Your brand is who you are. It’s how your community, patients, current and prospective employees, and competitors perceive you. It’s reflected by the team that you’ve assembled, for better or worse. And, it is intentional (i.e. it does not occur by accident)—you create it, you develop it, you maintain it, you own it.

Now think about your own brand—is it the brand that you want? If not, the best way to change it is through hiring and employee development. The takeaway is to hire the right people, pay attention to attitude, attributes, and traits, and create paths of development for your team. If you do these things, then you will drive employee engagement.

And only with a highly engaged team can you drive the growth that your organization needs.

But how do you deal with the team you have today? How can you make sure that you have the right people in the right seats? And if you do, then how do you keep them engaged?

In this post, we’ll review the three levels of employee engagement, how to identify where each employee resides, and how to manage them successfully to drive the highest levels of growth.

The first step is to identify and understand the levels of employee engagement:

Level 1: Engaged
Engaged employees distinguish themselves with a “whatever it takes” mindset. They most likely can and will do anything within the scope of the work environment. They are with your organization more out of love than money—love for you, the position, co-workers, customers and, most of all, for the organization’s vision and purpose. They are not difficult to identify as they will seek opportunities to mentor, look for challenging tasks and additional responsibilities, and exhibit the traits that you usually see in leaders. You need to hold onto these people. They will attract like-minded employees to your organization, become evangelists for your mission, and sometimes even help to motivate unengaged employees. You want a culture that shows them appreciation, challenges them, and provides opportunities for them to mentor. In other words, you want to create a path to organizational leadership for truly engaged employees.
Level 2: Unengaged

Unengaged employees are with you for the money. They may not be invested in the job or the organization but usually can and will do the work. Their skills and abilities are not called into question, but their motivation and commitment may be. You will get just enough out of unengaged employees and they will stay with you unless/until someone offers them more money. The best course of action with these employees is to engage with them more and try to figure out what motivates them. Look for a connection point or hot button and capitalize on it. They can be moved in the right direction and become engaged (and you can never have too many engaged employees!), but it takes a lot of effort.

Level 3: Actively Disengaged
Actively disengaged employees either can do the job but won’t or can’t do the job and don’t care enough to learn how. These are employees who will pollute your culture. They will help bring an unengaged employee down to their level and give reason for an engaged employee to leave. They can be identified by an air of entitlement, contributions to office gossip, and an unwillingness to learn. They thrive on drama and may say things like, “It’s not my job.” The best thing to do with employees like this is to manage them out by applying progressive discipline, including regular one-on-one discussions about their behavior and job performance. Set clear expectations and make sure that they understand changes need to be made and that they will be held accountable for making them.
In conclusion, the best people will come to work for you—and stay with you—because of an engaged culture. When hiring, look for these key traits: Emotional Intelligence (EQ), empathy, positivity, work ethic, coachability, passion, humility, and vulnerability. When managing, take the time to interact with and really get to know the people you’re leading. Also, practice sound performance management (set expectations, model behavior, observe and evaluate, provide feedback, and coach). Be consistent but recognize that performance management is not always a “one size fits all” process.

And remember: YOU control your culture and brand.

Our experienced recruiters can help you assemble a highly-engaged and high-performing team. Talk to your Account Manager today about taking advantage of our industry-leading, full lifecycle recruiting services or email the Recruiting Department at recruitingservices@consultyhn.com.

About the Author

Ernie Paolini is responsible for Human Resources and Recruiting Services at Consult YHN. He has more than 20 years of experience in building and managing technology-driven HR and recruitment organizations. His areas of expertise include behavioral interviewing, employee relations, compliance, and onboarding.

Four Ways to Inspire & Motivate Your Staff

Is your team happy, productive, and motivated? Do they care about what they do and what the company stands for? Unengaged employees are a common problem for any type of business in any industry.

In fact, according to Gallup’s “State of the American Workplace” Report, over half of the U.S. workforce is not engaged. In other words, over 50 percent of current employees are unhappy with their current job and are actively looking for a new one.

If this doesn’t seem like a big deal, then consider these statistics: organizations with higher than average employee engagement realize 27 percent higher profits, 50 percent higher sales, and 50 percent higher customer loyalty levels.

So, as a manager, what can you do?

When it comes down to it, you can’t make people care. You can, however, inspire them to think differently about your business and the work that they do.

Here are four ways you can effectively inspire and motivate your team:

1. Evangelize company goals and values.

Make sure your employees understand what your vision is and what you’re trying to accomplish. If you communicate to them why you do what you do, they are more likely to treat the company as if it is their own. Show them their purpose and how it affects the business. Also, include your employees in your decision-making. Asking for a person’s input or opinion can give him/her a greater sense of belonging and help foster a culture of collaboration.

2. Incentivize and encourage them.

Show appreciation for employees that work hard and reward them for a job well done. Employees want to know that their work is acknowledged and valued. Offer constructive criticism to staff members when needed along with support to make changes so that you continue to boost their confidence. Consider putting a reward plan in place so that your employees have clear goals and something to work towards. Statistics show that this could increase employee performance by as much as 44 percent! Organizations that offer some sort of recognition program also have a lower turnover rate.

3. Invest in their professional growth.

Discover what’s important to your employees. This sends a clear message that you care about their future, not only with the company but in their professional career. More importantly, offer your staff periodic training opportunities that will strengthen the skills needed to thrive in their current roles or to advance within the company, such as Consult YHN’s weekly teletrainings and Employee Development Program (EDP) classes. Some of our practices will also offer tuition reimbursement to employees who want to continue their education. All of this helps to create “promotable” employees and, in turn, helps you save money in the long run.

4. Trust them.

Micromanaging is counterproductive. Have faith in your team’s abilities (that’s why you hired them in the first place!). It sounds so simple, but your trust has the potential to boost engagement, increase productivity, improve communication, build team spirit, and encourage employee advocacy. Cross-train your staff so that they have the opportunity to take on greater responsibilities in the future. Allow for mistakes, correct them, then step back and see how your employees manage without direct supervision.

Finally, don’t forget that Consult YHN offers industry-leading employee development and recruiting services that can help you build an engaged and high-performing team.

Ask your Account Manager for more information or contact our Recruiting Department today at RecruitingServices@ConsultYHN.com.

About the Author

Jason DiOttavio joined Consult YHN as a Corporate Recruiter in 2011. Previously, he worked as an agency recruiter for a staffing firm specializing in IT/Administrative roles including such large companies as Dietz & Watson. When not working, Jason enjoys spending time with his wife and young daughter. He’s also obsessed with cooking shows and finding new ice cream and donut shops.