bers to outstanding performance.

Describe What It Looks Like - You need to get clarity about how you want your team members to act. Create a picture in your mind of what outstanding performance

Recently, while developing a customer service program, I asked my client to provide me with detailed descriptions of behaviors he wanted his team members to engage in. He called me back a short time later and told me that his department heads were having a difficult time with the assignment. They knew what the employees were doing wrong, but they couldn’t put into words what excellent performance looked like.

You may be saying to yourself, “Where did he find these managers? How could they not be able to describe acceptable behavior?” Actually, this situation is very common. Most team leaders know what they want their members to stop doing, but they aren’t clear about what they want them to do instead. By following the steps listed below, you will have a clear plan to guide your members to outstanding performance.

Describe What It Looks Like - You need to get clarity about how you want your team members to act. Create a picture in your mind of what outstanding performance

ater and told me that his department heads were having a difficult time with the assignment. They knew what the employees were doing wrong, but they couldn’t put into words what excellent performance looked like.

You may be saying to yourself, “Where did he find these managers? How could they not be able to describe acceptable behavior?” Actually, this situation is very common. Most team leaders know what they want their members to stop doing, but they aren’t clear about what they want them to do instead. By following the steps listed below, you will have a clear plan to guide your members to outstanding performance.

Describe What It Looks Like - You need to get clarity about how you want your team members to act. Create a picture in your mind of what outstanding performance

looked like.

You may be saying to yourself, “Where did he find these managers? How could they not be able to describe acceptable behavior?” Actually, this situation is very common. Most team leaders know what they want their members to stop doing, but they aren’t clear about what they want them to do instead. By following the steps listed below, you will have a clear plan to guide your members to outstanding performance.

Describe What It Looks Like - You need to get clarity about how you want your team members to act. Create a picture in your mind of what outstanding performance

eaders know what they want their members to stop doing, but they aren’t clear about what they want them to do instead. By following the steps listed below, you will have a clear plan to guide your members to outstanding performance.

Describe What It Looks Like - You need to get clarity about how you want your team members to act. Create a picture in your mind of what outstanding performance

bers to outstanding performance.

Describe What It Looks Like - You need to get clarity about how you want your team members to act. Create a picture in your mind of what outstanding performance looks like. Concentrate on the actual behaviors that are involved. Don’t use phrases like an excellent team member would have a good attitude. That leaves too much room for misinterpretation. Focus on the behavior. If team members had good attitudes, what would they do? How would they use their bodies, their voices, what actions would they be taking?

Choose The Most Critical Elements – Once you have listed the excellent behaviors, prioritize them. List the most critical behavior that absolutely must be done. Then list the second critical behavior, the third, etc. You will come up with a hierarchy of behavioral standards.

Communicate Your Expectations – Once you have determined the most important behaviors, you must let your staff know what is expected of them. One of the