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Time Management With Eagles, Robins, Turkeys
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If you have a bad apple on your team, is it better to try and salvage the person or just get rid of that person?
Clearly, if the person can do the job and just isn’t goofing off, you want to put some energy into coaching that individual to improve his or her performance. Others think it’s their job, as supervisor, to try to “save” everyone – hoping that they will become better performers. But is that wise?
Not according to a successful CEO of a health care company. “The top commodity a manager has is his or her time. And if you waste too much of it on a lost cause, you’re turning yourself into overhead – costing the company money rather than a profit center – contributing to the profitability of the organization.”
How Do You Spend Your Time?
He suggests dividing your employees into three categories and then look at where you spend the majority of your time and resources. Is it with the:
- Eagles: Top performers who fly and soar?
- Robins: Those who come to work and get the job done, but who don’t rise to the top?
- Turkeys: They need to get better – or else?
Management Success Tip:
Nine out of 10 managers will say the lion’s share goes to the turkeys – and that’s not good! The better approach is to spend most of your time encouraging the eagles to keep soaring and developing the robins to become eagles. If you have a turkey on your team, then quickly decide whether it’s worth your time to salvage that person. Remember, your time is your most valuable resource. Don’t squander it. Manage it well.
Text 2. Read the text and be ready for a comprehension checkup.
| Seven Habits model Stephen Covey | Leadership and Management: Seven Habits of Highly Effective People | © / ™ Stephen Covey |
| Management by Objectives method | Strategic Planning Process Management by Objectives | Peter Drucker |
| Management by Objectives (MBO) relies on the defining of objectives for each employee and then comparing and directing their performance against the objectives which have been set. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identifying their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives. Management by Objectiveswas first outlined by Peter Druckerin 1954 in his book 'The practice of Management'. According to Drucker managers should avoid 'the activity trap', getting so involved in their day to day activities that they forget their main purpose or objective. One of the concepts of MBO was that instead of just a few top-managers, all managers of a firm should participate in the strategic planning process, in order to improve the implementability of the plan. Another concept of MBO was that managers should implement a range of performance systems, designed to help the organization stay on the right track. Clearly, Management by Objectives can thus be seen as a predecessor of Value Based Management! MBO principles are: · Cascading of organizational goals and objectives, · Specific objectives for each member, · Participative decision making, · Explicit time period, and · Performance evaluation and feedback. Management by Objectives also introduced the SMART method for checking the validity of the Objectives, which should be 'SMART': · Specific · Measurable · Achievable · Realistic, and · Time-related. In the 90s, Peter Drucker put the significance of this organization management method into perspective, when he said: " It's just another tool. It is not the great cure for management inefficiency... MBO works if you know the objectives, 90% of the time you don't." |
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