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Overview
"All managers want to hold their employees accountable for results, but few know how. Moving beyond the far-from-ideal annual performance review -- which only evaluates what has already occurred, and not what the manager wants to achieve -- Keeping Employees Accountable for Resultscontains checklists, how-tos, and other tools to manage performance on an ongoing basis. The book gives busy managers quick, step-by-step advice on:
• Setting expectations
• Monitoring progress
• Giving feedback
• Following through
Light on theory and heavy on practical application, Keeping Employees Accountable for Results gives time-pressed managers the proven, practical information they need to help their people accomplish more."
Synopsis
All managers want to hold their employees accountable for results, but few know how. Moving beyond the far-from-ideal annual performance review -- which only evaluates what has already occurred, and not what the manager wants to achieve -- Keeping Employees Accountable for Results contains checklists, how-tos, and other tools to manage performance on an ongoing basis. The book gives busy managers quick, step-by-step advice on:
* Setting expectations
* Monitoring progress
* Giving feedback
* Following through
Light on theory and heavy on practical application, Keeping Employees Accountable for Results gives time-pressed managers the proven, practical information they need to help their people accomplish more.
Editorials
From the Publisher
"An excellent primer. The format is user-friendly and packed with guidance not often provided in similar activity resources."
-- Lee Smedley, Training Media Review
"A simple way to build teams by engaging participants in learning about themselves and their team players"
-Shirley Copeland, Ed.D, The Facilitator
"Everything is explained so that the exercises can be led by laymen or professionals." - The Midwest Book Review
"...practical book gives supervisors,managers[…]variety of team-boosting exercises,all of which can be implemented with no special facilities,big expense,or previous training experience." - Clinical Leadership & Management Review