An executive tells me he would be conducting performance reviews this week, including an employee we’ll call Betty. I asked how Betty’s performance affected him. He replies, it doesn’t. I probe further, and as it turns out, Betty is a direct managerial report of his who, in turn, manages about 12 employees including a couple of assistant managers.
He continues this dialogue by stating that if it was up to him, he’d clean house and fire everyone because, Betty had given most of her reports a score of two but that Betty is doing a good job. I expect my head to stop spinning sometime next week. I think it’s safe to assume that this executive has no performance management program (PM) in place. What if he did? What would a PM do for him, his reports, and the organization?
Implementing a PM system can provide many benefits. An article by Aileen MacMillan serves to illustrate ow a PM benefits the organization, managers, and supervisors, and employees. For example, the article suggests such elements as accountability, performance, and productivity enjoy higher levels. Clearly, my executive friend could use these and more. So, what does a good PM system look like?
Maybe a few of you reading this had the goal to one day become a manager. Unfortunately, acquiring the management mantle for most came in the form of a promotion either because of previous good work, or they were next in line, or someone was too lazy to go through the hiring process. None of these are a recipe for management success. So how can organizations improve the odds of success for their management team? Let’s look at two scenarios, 1. before promotion and 2. after the fact
- Before Promoting to Management
Does your organization have a good management, leadership training, or mentoring program? No? Get one. If budgeting and staffing are an issue, then you may find one outside the organization that fits your needs. Here are some elements to look for…
- Do the topics meet the management level you require? For example, beginner intermediate, or advanced.
- Does the curriculum fit your strategic business goals? Do the topics meet the business acumen needed to achieve your future vision?
- Does the program provide any follow-up? Does it at least provide a series of courses so that the participants can practice new skills and receive feedback?
- Does the program offer an optional six-month to year coaching program? This can take the place of a mentoring program freeing up your current management/leadership team while allowing collaborative and real-time learning with that team during coaching.
Recently an executive I was coaching said that when she told her father she was going into banking, his reply was, “You need to go into a field that helps people and can save the world.” These types of messages can roll around in our heads all our lives. They cause us to doubt ourselves, to second guess our decisions, and they kill our motivation. Gary Burnison, CEO of Korn Ferry, wrote an article entitled, “Waking Up With No Alarm.” The article addresses how a person who is truly excited about his/her job doesn’t need an alarm clock to start the day.
There is so much concern today about disengagement, demotivation, tangled relationships, the inability to set and achieve goals, and feelings of having no power. Managers are unsure of how to motivate their reports. What’s the point, or better yet, what’s the connection?
At this time each year, there are a plethora of articles on what CEOs worry about. Yes, there are universal elements of business that worry every CEO. These pesky topics include items such as
- The economy
- Rapid change
- Customer service
- Skill shortages
No doubt you can think of a few others. On the other hand, there are industry specific elements of business that may be more of a concern to some CEOs than others. For example: