WHAT DOES “PERFORMANCE MANAGEMENT” ACTUALLY MEAN?
In last week’s blog, I asked you to consider the following three questions:
- What are the key generic performance issues in your business?
- On a scale of 1 – 10 how committed are you to driving good performance in your business?
- What are you currently doing to manage performance and does it work?
Hopefully you have now had time to consider these.
I am going to take a guess at some of your answers…
1.Key generic performance issues
I would imagine that issues such as staff not meeting your expectations, not delivering what you asked them, and lack of commitment might be quite high up on your agenda.
- How committed are you?
You want to do it, but you either don’t have the time, or find having those conversations difficult, awkward or boring.
- What are you currently doing?
Some might be doing nothing, some might have done an appraisal but ages ago, and some might have an annual review but feel like it’s just a tick box exercise.
Frustrations about expectations not being met, lack of time to make things better, and not knowing how to have conversations with people about performance are common things that we see business owners struggle with day in, day out. It is also one of the main reasons that appraisals don’t work – because they are linked to negative outcomes. But it doesn’t need to be this way.
In Sarah Harvey’s awesome book ‘Savvy Performance Management’ she describes performance management as:
- Discussing performance
- Holding people to account
- Providing development and motivational feedback
- Giving praise for a job well done
Simple isn’t it.
So rather than get bogged down in paperwork, long meetings and writing up boring notes, wouldn’t it be better if we focused on the above 4 points and supported our people to do the best job they possibly can?
That to me is what performance management should be.
Coming up next week… it’s time to love 1:1’s.
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