If any of the following sound like your performance management system, you aren’t improving performance. You may think you are, but you aren’t. 1. Employees are crushed if they aren’t “Truly Outstanding” or at least “Exceptional.” In an era where “all the children are above average,” especially in companies with outstanding employees, how do you accomplish anything by putting people in boxes that do nothing but confirm their preconceptions or shatter their illusions? And why do you want to put managers in a position where those are their choices? 2. The main take away is a rating and a salary change.
I feel sorry for lots of under-performers. You know the ones. The guys who don’t quite measure up but don’t understand why because no one as ever told them! One minute they hear what sounds like praise, but it’s followed by innuendo and confusing comments. Most of us have no desire to hurt someone’s feelings. So what happens when we have to point out a performance problem? The natural tendency is to try to reduce the bad news by starting off with something positive. That’s the praise that confuses. Especially when you dig really deep to find the good things.
Whether you are an executive or a member of a Board of Directors, I bet you recognize at least one of these situations: The executive sees little or no value in the board. I’m not talking about the quality of the board here; I’m talking about the attitude of the executive. Relations are strained and no one is happy. The executive respects the board, but doesn’t know what to do with them. I’ve seen many cases where the executive wastes days every single month preparing for the board meeting. It’s a major production bent on entertaining and impressing the directors. Nothing substantive is accomplished. In other cases, they all plod through a very boring and lengthy meeting that also accomplishes nothing. The executive has a really close relationship with one of the directors and it isn’t the chairperson. The result is serious trust and power issues. It’s like having a spy on the board who will run to the executive with confidential board business. Even when confidences are not being violated, an executive can’t risk having his board think they are. The executive shares too much with the board and drags them down into operational weeds. As a result, the executive unwittingly loses control of decisions and the board’s time is wasted. The executive shares personal fears and insecurities with members of the board. It doesn’t take long before the board loses confidence in the executive and the executive loses his job. An executive is supposed generate confidence, not erode it. The executive doesn’t think the board is taking on enough responsibility. This is particularly true of non-profits and fundraising responsibilities. Undercurrents flow and resentment builds for all. The board doesn’t show up. More resentment. Decisions are made without appropriate expertise, input, and oversight. The board isn’t completely happy with… read more →
I’ve read too much about exercise. As a result, I can be very indecisive when it comes to choosing among aerobics, strength training, yoga, and walking. I can’t possibly follow all the recommendations and so pretty much any exercise I do feels inadequate. It is very demotivating. However, I’ve found a solution! And not only does it work for exercise, it echoes advice I give clients about making changes and setting goals.
Five minutes and 15 questions could save you 50%! Why? Because clarity produces better results faster with greater confidence and commitment. Wondering how clear your organization is? Check Your Clarity Index now!
Both sons-in-law were quite taken aback when I made a comment one day about not being judgmental. I have no memory of the context, but I certainly remember the incident! It was almost as jolting as the time my husband, a.k.a my mixed doubles partner, yelled “That’s the third time!” But that’s another story. I asked these shocked young men to give me examples. They did and I was both in agreement and relieved with the evidence presented. Judgmental I was! But a clear distinction was in order!
When I was in my early twenties, the best paying part time job around was driving school buses. I studied up, got my special license, and ventured forth on field trips, athletic excursions, and several daily runs chock full of little, loud blonds (this was Minnesota, afterall). The average driver seemed about forty years older than I, but they were helpful and nice. The Office Manager was another story. I remember one day when I was backing into the bus garage. She stood and watched, so I watched her in addition to all my mirrors. I assumed no reaction from her meant no problem. Wouldn’t you? Afterwards, without a word to me, she walked into the office and reported to my boss that I’d backed over some washing equipment. I never felt it. Never saw it. Don’t even know if it was true. Assuming it was, I couldn’t believe she stood there and watched me do it without any warning of any kind. No shout. No raised arm. No help what so ever.
My clients strive to be fair to their employees. Where they struggle is in the distinction between fair and equal. The goal is to treat people fairly, not equally. Equal means the same. Identical. But employees are like snowflakes; no two are quite alike. They don’t all need the same level or type of support to succeed. Nor do they want or deserve the same opportunities. They come from different backgrounds and never contribute in the exactly same way. Furthermore, employees don’t even like to be rewarded in the same way. Equal treatment does not necessarily make sense. Fairness, however, is a worthy goal. When people believe they are being treated fairly, they can relax and focus on the prioirities and challenges they face. When they feel unfairly treated, their focus shifts completely and they devote more energy to protecting their own interests than tackling important priorities. Equal may or may not be fair, but fair is always fair! Want to know how to ensure employees are, and feel, fairly treated?
“Why Men Need Women” (New York Times, 7/21/13) provides data and observations of significance to every business. While you can’t affect the number and gender of your employees’ siblings, there are other insights here that could help you increase collaboration, generosity, and fair treatment of employees. Here are two top lessons: Women in top management positions can increase collaboration, motivation, and innovation. Assembling diverse groups of people, who must rely on each other for success, builds understanding, acceptance, and cooperation. Any business can utilize both of these for immediate gains.
What is your first reaction? And then, how many explanations can you come up with? Careless No attention to detail Stupid Blind Colorblind Doesn’t care Didn’t think it mattered Hoping to get fired Artistic flair Trying to get supervisor in trouble Mosquito attack End of a long day Too drunk to notice Broken back Hit by a car Chased away by a bear Someone else hit by a car Downpour Tool that lifts manholes fell in as the lid dropped Demands equality It is always worth asking before you assume or blame.