Tom Peters encourages managers to obsess on R.O.I.R – the Return on Investment in Relationships.
ROIR through 121s comes in many forms:
- increased staff retention
- improved productivity
- recognition and acknowledgement of progress
- appreciation of those who are performing well
- identification of under performance and early resolution
- promotion of behaviours that reinforce strategic goals and values
- increased tempo of coaching to develop potential and performance
- deeper professional relationships
- increased trust
- increased influence
- increased responsiveness
- better support of team members in their work
- conduit for ideas from the front line to be heard and acted upon
- management support for every member of the team – every week
- improved communication and focus on what matters
- progress made and recognised on a weekly basis
- increased sense of urgency in the team
- encourage individuals to think through their contribution to team or organisational objectives
- increased initiative and enterprise
- planning remains flexible and dynamic
- documentation makes performance reviews simpler and less contentious
- barriers to high performance are removed
- factors contributing to poor performance are identified and resolved
- formal opportunities for delegation
- feedback – both given and received
- increased employee engagement
- improved knowledge management and knowledge sharing
- better talent management and development
- increased creativity
- more responsibility taken voluntarily by more people
- reduced absenteeism
- more diversity as 121s recognise that ‘one size fits one’