Monitoring Yourself And Your Employees
Posted by Mitch Mitchell on Feb 24, 2012
As a manager, it’s sometimes tough to acknowledge that you may need help with something. People are taught that when they’re put into a position of leadership, they’re supposed to show confidence and strength in front of those who report to them.
Every once in awhile,the powers that be may decide to bring someone in from the outside to take a look at your operation. The person may only come in to review things, or they may come in with some authority in getting things accomplished. If you’re any kind of person with confidence in yourself, you’re going to have the hackles on the back of your neck raise up just a little bit, because you’re going to believe you’ve got things fairly well under control.
You should recognize that having someone else come in to look at how you do things may be a boon to you in a couple of ways. One, if you really are at the top of your game, this person’s review will point that out, even if they come up with something you already know about, but don’t have a way to address. Two, they just might find some things that will help to point you into another direction, or find something you didn’t know was out there.
Many years ago I had a situation like this occur to me. The powers that be decided to bring an auditing firm in to look at my department. They came up with a list of 61 deficiencies that, at least initially, looked like it would crush my spirit. However, when all of them were laid out, it turned out that I knew about all of them except one, the CFO knew about all of them because I’d told him about them (in a written report also), and, based on the recommendations of this firm, we couldn’t follow any of them anyway. It proved that I was on top of my game, as all the deficiencies that were found were minor, and had no large impact on our daily processes.
These days, I find myself on the other side; I’m now the guy who goes into places at times and finds the errors. Knowing how someone on the other side might feel about my presence, I always try to ingratiate myself towards management so that I’m not seen as a threat in any way. I know that not every consultant takes the time to think of the feelings of the person they’re reviewing however. Sometimes they’ve actually been told to come in and evaluate that person, and even in those cases, they won’t put the person at ease; how can you evaluate how someone really is if they’re not being themselves?
The best way to keep someone from having to come in to look at your operation, or to make sure that you’re covered if they are brought in anyway, is to set up ways to monitor the performance of both you and your departments. It’s always good business to track your accomplishments to begin with. When you have your job review, you’re kidding yourself if you think the person you report to is going to remember everything you did; you probably won’t remember it all. Also, you probably don’t remember everything positive or negative the people who work for you did through the year either. Documentation is always a good thing. It doesn’t have to be fancy; writing one line items can work well as long as you’ve said enough so that you remember what you meant.
If you want to capture things accurately, you need to have three lists, and you need to keep them up to date and orderly. The first list is of things your department not only has to address, but things your department has accomplished. This will be a working list, because you will never have everything running perfectly, but you will complete a lot. The second list is things you personally have done, or want to do, for either yourself or your department. The final list is the most complicated one, because this is the list of events of your employees, both good and bad.
Whenever something significant occurs, you should make sure it goes onto a list. Sometimes one event will show up on two or more lists; that’s fine. If someone in your department did something special that helped close an open project, they certainly deserve the recognition, as does the department for something else that’s been fixed.
If you know Excel, it’s best to put it on there because it offers sorting options to you; Access will do the same, but more people understand Excel. For all of your lists, you should have a date, areas for open and completed actions, and of course an area where you can write your notes. For your personal list, though, you should also make sure you have a category for things you may personally want to work on. You may want to have two lists for yourself, because you may not want to share the list of things you feel are your weaknesses with others.
Are things like this time consuming? Slightly. Everything takes a little bit of time, but it certainly makes things easier if you’re consistently making changes or accomplishing things, rather than doing it once a year, during employee evaluations. It’s another tool you can use to help you stay focused on the important items of the day, as well as a tracking mechanism for you throughout the year.
Hey Mitch Great Post proper check and balanced are necessary for successful business I have a Software development firms and I used keylogger for monitoring the activities I know it was cyber crime to monitor browsing or online activity but it’s necessary for running that business.
Rizwan, there are always reasons to monitor employees yet there still has to be some freedom for employees to grow.
I personally think that, If company departments are well separated and the manager is an expert in department probably there wont be any problem, however this pretty much depends on the company. Without a doubt asking for advise isn’t something that managers should be ashamed of, actually this will show true leadership and of course the monitoring process is better to be done by 3rd party.
Carl, the idea of asking for advice shouldn’t be new and yet I don’t know many managers that will do it. Managers really can’t know it all if they’re not doing the work anymore, so it makes a lot of sense to me.
Long ago, I have seen a good example from one of my business partners. Even he was the boss of the company he continue work as a worker when he used to have free time. I think every manager or company owner need to do that.
I kind of agree with you Carl, because when I was a director, for awhile I continued doing a brief bit of the same work so I knew what was going on. But at a certain point, with increased responsibilities and more travel, it was unrealistic.
Hi Mitch,
In my own perception, as the one who spear head with your stuff you really need to evaluate your self first after giving any condition with them, in order that you are able to know different things that circulate in any condition and you can answer different question runs on the hand of other people as well as with your self…
Claire, it is hard to lead others if you don’t know how to lead yourself.
I am aware of the importance of monitoring employees done by some companies, especially if they would want to make sure their resources are well taken cared of. And honestly, I don’t mind that I’m being monitored just as long as my employer is ethical enough to inform me about any monitoring systems installed. It’s but normal for any employer to be assured that their employees are doing work related activities during their working hours.
Sometimes we do need to be motivated or pushed to accomplish important work related duties and avoid procrastination.
Dionne, that’s a very legitimate thought and belief. Spy cameras aren’t always warranted, although I will say that when behavior disintegrates I have no problem with it. However, employees should always know what’s expected of them and how they’ll be monitored so that they won’t exhibit bad behavior. And the same goes for leadership.