The Principle of CISF for People Managers

Organizational efficiency and productivity are largely dependent on People Managers. They play a vital role in aligning resources with organizational direction and objectives. People managers are most important in creating a high level of engagement among employees, which in turn ensures high motivation and lower attrition. The above holds good for people managers at all levels. While we can keep adding up reasons why people managers are important, in this article let’s explore how people managers can be highly effective.?? ?

A people manager’s effectiveness largely depends on adopting the principle of CISF (Clarity, Inspection, Security, and Feedback). This principle demands a people managers to communicate expectations, inspect processes and outcomes, provide a sense of security, and share constructive feedback with the reportee. ??????

One of the basic requirements for any employee to be effective is to have clarity on what is expected from the work/Job/Task. A people manager has a compelling reason to give clarity to team members about three questions A. What to do? ?- Clarify what is the objective and why, what is the plan of action, and what is the role of the given employee in the plan. B. How to do? – Make sure that the employee of clear about the process (If they are pre-defined), If the people manager has a specific view about how a task shall be done, and if the employee is free to opt for their way, then share cautions that need to be kept on mind. ?C. What and how to report? – Clarify what the people manager wants to know during and after the task, How the report shall be submitted i.e. formal, informal, is there a preference, etc.

A powerful saying in corporates goes like "What is not inspected, is not respected" It is not enough to just give clarity of what is expected of the team, a people manager shall put skin in the game. Metaphorically skin here is, time and energy to inspect what is going on. People managers shall call for review meetings in defined intervals (Cadence) to know the progress. Understand the pain points if any and what needs to be done to navigate or re-calibrate quality, timelines, and outcomes. Last but not least, people managers should spend enough time in analyzing what caused success or failure as it will teach meaningful lessons on various aspects of management.

No one starts their workday with the thought “Today I will mess up” but mess up happens. Everyone comes with a genuine desire to contribute meaningfully, to the best of their ability, and in the best interest of the company (In their understanding). ?With all these intentions, the employee expects that if something goes wrong, the manager would a. Listen, b. understand, c. protect from disproportionate action. A manager must pull up team members for lack or drop in performance and any mistakes; the way it is done would make or break the sense of security for the employee. Wherever needed a manager shall handhold to upskill and develop employee competencies. Managers must understand employees never deliver their best when they feel insecure.

Manager- reportee relationship evolves over a period of time. ?The quality of trust, loyalty, camaraderie, and respect in this relationship depends largely on how the manager has managed the most crucial part of managerial responsibility that is, how feedback on performance is shared and what happens post-sharing of the feedback. No employee starts their career with a determination that they will continue to do the same work throughout their life. Aspiration to take up higher challenges, roles & responsibilities, and positions is fundamental. Constructive feedback and support by the manager are the foundation on which careers are built. Frequent and timely feedback to reportee about what is good and what can be better (i.e. Role deliverables, Behavior, attitude/aptitude) is very important in preparing the reportee for success. Eagerness on the part of people manager to help the reportee in their growth journey is so very critical. Feedback shall be not a line but a loop i.e. the comfort level between manager and reportee shall be such that feedback flows both ways for mutually beneficial relationship. ????????

If a people manager follows this principle of CSF effectively, it would contribute to creating a great environment in the organization. It would create a highly aligned and engaged workforce thereby positively differentiating the organization in the market.