Putting together an effective employee input program is not as simple as it may appear. Here are a few principles that successful companies have followed.

1.  Hold regularly scheduled meeting for the express purpose of company improvement

After about four weeks, people begin to lose focus on a task. That’s why I recommend scheduling employee and management input meetings at least once a month.

The key is consistency. You should schedule meetings at the same time, for the same day each month. If a meeting must be postponed, it should be made up before the next scheduled meeting.

2.  Create a neutral atmosphere

A non-manager who can facilitate employees during input meetings is a plus. Whatever you do, do not censor people’s ideas. Decision-makers’ responses can help clarify why some ideas may not work as well as others.

In any program, it should be the function of management to support employees who have ideas and suggestions. Even if the suggestion for change won’t work, the employee should be aware that management appreciated the attempt solve a problem.

3.  Separate creative and analytical

Separate the brainstorming part of the meeting from the evaluation. Creative ideas always flow in a neutral fun atmosphere. The first idea mentioned might not be great; however, it could trigger an idea that is better, and that idea could lead to even better ones.

Too many brainstorming sessions use a pattern of determining the value of an idea the moment that it appears. If the evaluation is negative (“That’s a stupid idea!”), the person who brought it up may decide to stop participating and begin to sulk. The possible chain of ideas leading to final brilliant concept is broken.

Next Monday we’ll look at the next three principles.

 Some with interesting methods for improvement in business or self.

When I find a book that you should read, I’ll share.

Here is one.

The Manager’s Coaching Handbook

David Cotrell and Mark Layton

This wonderful book has been a part of my life and many of my client’s life since it was written in 2002.

David Cotrell and Mark Layton have fashioned a series of thought process’s which while focused on ‘Improving Employee Performance’ is a superb personal tool to use in our everyday encounter with any communication failure.

The central theme reflects the quotation by the king of writers regarding success – Napoleon Hill. “It is literally true that you can succeed best and quickest by helping others to succeed.”

For me the most valuable insight offered is the ‘Climate Check Questions’.

What do you do when someone is not meeting your expectations?

First, you should check to see if you have done your part. Before you say anything to the person ask yourself:

1. Are my expectations crystal clear?

• Are my expectations reasonable and fair?

• Have they received adequate training to do the job properly?

• Do they understand WHY it’s important to do the job correctly?

• Am I holding the accountable for their performance? Are there appropriate and consistent consequences for non-performance?

• Do I consistently recognize and reward positive performance?

• Have I given them the freedom to be successful?

• Are they facing any obstacles to performing as desired?

When you answer all eight questions in the affirmative then you need to meet with the other person for a ‘Performance improvement session’. The book has an excellent three step approach to facilitating that session.

Delinda McMaster, office manager, of Master Block in El Mirage, Arizona one told me that in two years she never got past question # 1. She would ask the person “What do think I expect you to do in this circumstance”. The response would floor her, and she would go back to square one.

I am convinced that being ‘Crystal Clear’ is an opportunity many of us could improve upon.