Pat has been actively engaged in helping organizations achieve greater success through the transformation of their people for almost two decades. He is a Dale Carnegie Master Trainer who helps organizations deliver measurable impact on strategic initiatives.

Pat has extensive experience with manufacturing and engineering firms due to his previous career in those industries. He helps leaders zero in on process improvement and how the human side of that effort plays a significant role in its success or failure. Today he’s Chief Relationship Officer at Dale Carnegie of Western New York.

In this conversation, Pat and I discuss how managers can get alignment with employees about the key outcomes of their jobs. Pat invites us to create a Performance Results Description document, align with employees on the results, and then use it for tracking ongoing. Done well, this allows managers to influence better outcomes and provides more clarity for employees on where to place effort for results.

Example section of a Performance Results Description (PRD):

Key Result Area (KRA): Staffing

Performance Standard #1: 25% of external applicants this year self-identify into an underrepresented group, as defined by our companies diversity and inclusion initiative.

Performance Standard #2: Two thirds of open requisitions assigned this year are filled within 90 days of posting.

Performance Standard #3: Recruiting events are scheduled with at least two universities this year where existing partnerships were not already in place.

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