Without clear standards and regular measurement, performance suffers. Even the self-motivated achiever will produce disappointing results when they lack direction.
Every manager and employee must have a clear understanding of what’s expected of them, and they must be measured against those expectations daily. Inspect often to ensure the results you expect are achieved, and let everyone know where his or her performance ranks.
What we are capable of achieving is often greater than we realize. Don’t buy into the notion that by setting the bar low, you can easily surpass your goals. In practice this almost never happens.
Set stretch goals – for yourself and for the team – and strive to reach them. There will always be barriers, issues and challenges but they can be overcome with a plan, clear focus, strong commitment and persistent execution.
Falling short of a stretch goal will yield better results than if you had aimed lower.
Employees are critical to success in any business. The best results are achieved when you have highly productive, energized employees who add long-term value. New employees can contribute from the day they start.
Once the right person has been identified and hired, there is much more to do. The new employee needs to be properly welcomed into the company, or “on-boarded.” There is much to learn and absorb.
All companies, regardless of size, need a well thought-out and intentional process to welcome, train, and integrate new employees into the company. It’s more than skimming the employee handbook, and learning the required systems. New employees must understand the company’s vision, strategy, defining principles, and culture. They also need to know what is expected from them to succeed in their role.
The key building blocks for success are people — the right people — who are committed to executing a business strategy that wins customers and sets your company or team apart. Exceptional performance should be standard operating procedure.
If you want to be the best, you don’t just hire anyone to fill a position. You must select the best people to execute your vision. Don’t lower your standards because you have an immediate opening or a chance to hire an experienced “headline” person who may not fit into your culture or enhance your business model.
Hiring the right person every time can make all the difference. Top performers want to work with the best, so set and keep your standards high.
Jerry Baker began his career in the management development program at Ford Motor Company, later became a manager of budgets and analysis for Northrop Corporation, then furthered his management development as Deputy Director for the California Department of Commerce when Ronald Reagan was Governor.
He advanced through senior management ranks at Countrywide Financial, becoming Managing Director. He then became Chairman, President and Chief Executive Officer of Fleet Mortgage Group, a public company. Jerry joined First Horizon in 1998, holding several senior executive positions before becoming President and CEO of First Horizon National Corporation and First Tennessee Bank.
As a member of the Board of Directors Jerry helped to refocus, develop, recruit and lead the company through a tumultuous period. Under his leadership the company had nearly 10 years of double digit growth in returns.