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In response to the post, “Expectation Manual,” a reader writes,
“I love this idea. I have been a principal for many years and have tried several approaches to creating an effective staff handbook. I am going to use this approach for the coming school year and I think I can make it 12 pages or less!”
SC Response:
Let us know the final results - from X# of pages in the past handbook to X# pages in the new one. When I did this, I did all the initial editing, then I had a team of interested volunteers come in and we finished the final project. If I can be of any assistance, contact me.
Think. Work. Achieve.
Your turn…
Showing posts with label Expectation Manual. Show all posts
Showing posts with label Expectation Manual. Show all posts
Monday, June 1, 2009
Saturday, May 30, 2009
A Reader Writes... (Expectations Manual)
In response to the post, "Expectation Manual," a reader asks:
"Cain,
Please send me a copy of that manual. I would like one to use it as an example for next year.
Thank you."
SC Response:
Unfortunately, I can’t send anyone a copy. It has been over 5 years since I left the district where we implemented the Expectation Manual. Not only did I not keep a copy (it wasn’t until I started working with districts across the country that I realized that the idea was unique), but leadership in that district has changed a couple of times since I left. They have reverted back to micro-managing to the lowest common denominator.
One of the reasons why they have reverted back to the old way is that managing by expectation is hard work.
1. You have to articulate and document your expectations publicly.
2. You have to meet and model the expectations at all times (not a top priority of many "leaders").
3. You have to monitor the expectations (again, not a priority of many "leaders").
4. You have to have difficult conversations with people when they do not meet the expectation (never enjoyable and easily put off because of more "important" things to do).
5. You can’t play favorites or single people out.
It’s much easier to set the bar low and deal with nothing than set the bar high and push your staff and yourself to meet that standard, every single day. What is exciting about framing employee behavior in terms of expectations is that conscientious employees appreciate the professionalism and coasting employees either step up or step aside.
If anyone out there wants some ideas on where to start, just send me your contact information by way of a comment. And not to worry, I won’t post it for everyone else to see.
Think. Work. Achieve.
Your Turn...
"Cain,
Please send me a copy of that manual. I would like one to use it as an example for next year.
Thank you."
SC Response:
Unfortunately, I can’t send anyone a copy. It has been over 5 years since I left the district where we implemented the Expectation Manual. Not only did I not keep a copy (it wasn’t until I started working with districts across the country that I realized that the idea was unique), but leadership in that district has changed a couple of times since I left. They have reverted back to micro-managing to the lowest common denominator.
One of the reasons why they have reverted back to the old way is that managing by expectation is hard work.
1. You have to articulate and document your expectations publicly.
2. You have to meet and model the expectations at all times (not a top priority of many "leaders").
3. You have to monitor the expectations (again, not a priority of many "leaders").
4. You have to have difficult conversations with people when they do not meet the expectation (never enjoyable and easily put off because of more "important" things to do).
5. You can’t play favorites or single people out.
It’s much easier to set the bar low and deal with nothing than set the bar high and push your staff and yourself to meet that standard, every single day. What is exciting about framing employee behavior in terms of expectations is that conscientious employees appreciate the professionalism and coasting employees either step up or step aside.
If anyone out there wants some ideas on where to start, just send me your contact information by way of a comment. And not to worry, I won’t post it for everyone else to see.
Think. Work. Achieve.
Your Turn...
Friday, May 29, 2009
Expectations Manual
Between now and the beginning of school next year, principals and other school leaders will blow the dust off the staff handbook, skim through its 357 pages and start adding and revising sections. Stop the madness!
Staff handbooks are ever-growing for two reasons: 1 - They are rarely edited; and 2 - We are advised to micro-manage to the lowest common denominator. I gave up on the whole concept when a lawyer told me that since I didn’t define at what point “late” started and how many times one could be late in the handbook, “late” wasn’t an enforceable concept.
My solution, burn the employee handbook. Start over and create a “Staff Expectations Manual.” My first one was just 12 pages long and it changed the way we did business. Instead on micro-managing and trying to define every way an employee could not do the job, we just stated the expectation. “Staff will arrive at work by the posted reporting time.”
The employee either meets the expectation, or the employee does not meet the expectation. There is no middle ground, no gray area. The conversation with the employee sounds like this, “Mr. Cain, it is the expectation of the campus that you arrive at work by the posted reporting time. At this time, you are not meeting this expectation.”
Finally, an expectations manual helps to define the professional culture of the campus in positive terms instead to negative terms. And, it truly allows you to treat the staff as professionals and adults instead of immature children. Give it a try, I think you will like the results.
Think. Work. Achieve.
Your turn….
Staff handbooks are ever-growing for two reasons: 1 - They are rarely edited; and 2 - We are advised to micro-manage to the lowest common denominator. I gave up on the whole concept when a lawyer told me that since I didn’t define at what point “late” started and how many times one could be late in the handbook, “late” wasn’t an enforceable concept.
My solution, burn the employee handbook. Start over and create a “Staff Expectations Manual.” My first one was just 12 pages long and it changed the way we did business. Instead on micro-managing and trying to define every way an employee could not do the job, we just stated the expectation. “Staff will arrive at work by the posted reporting time.”
The employee either meets the expectation, or the employee does not meet the expectation. There is no middle ground, no gray area. The conversation with the employee sounds like this, “Mr. Cain, it is the expectation of the campus that you arrive at work by the posted reporting time. At this time, you are not meeting this expectation.”
Finally, an expectations manual helps to define the professional culture of the campus in positive terms instead to negative terms. And, it truly allows you to treat the staff as professionals and adults instead of immature children. Give it a try, I think you will like the results.
Think. Work. Achieve.
Your turn….
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