In our previous post we shared reasons why leaders at all levels (as opposed to “just CEO’s or Senior Management”) must step-up to engage their team members during this time of need.
While that post identified important areas of focus based on employee surveys and polls, this post identifies three key managerial best practices that will help leaders improve the effectiveness of their efforts to help and support team members:
- Communication is critically important. A recent Harvard Business Review article states, “Communication is often the basis of any healthy relationship, including the one between an employee and his or her manager… consistent communication – whether it occurs in person, over the phone, or electronically – is connected to higher engagement.”
However, Gallup research also indicated that “mere transactions between managers and employees are not enough to maximize engagement. Employees value communication from their manager not just about their roles and responsibilities but also about what happens in their lives outside of work.”
This perspective aligns well with the data shared in our previous post
- Effective performance management is also important, but it must go beyond the “annual review.” Given the significant and rapid changes we are all experiencing in day-to-day protocols, many people do not clearly understand their goals or what is expected of them. They may feel conflicted about their duties and disconnected from the bigger picture.
Consequently, managers must more frequently discuss and possibly redefine mission, priorities, achievement and expectations.
- Focus on people’s strengths. Given the above-referenced changes in protocols, this might involve some reassigning of responsibilities – especially for those who are struggling to maintain productivity while working remotely.
Gallup researchers have discovered that building employees’ strengths is a far more effective approach than a fixation on weaknesses. In the current study, a vast majority (67%) of employees who strongly agree that their manager focuses on their strengths or positive characteristics are engaged, compared with just 31% of the employees who indicate strongly that their manager focuses on their weaknesses.
Bill Conway would say that there are two things that matter: working on the right things and working on them the right way. Performance Management is all about how we as leaders orient our organizations around those two things.
When we asked our Partners In Improvement to define Performance Management, we heard a range of perspectives:
- the strategic orientation of the organization
- process performance management
- setting of goals and objectives
- individual performance appraisals
- daily direction and feedback to reinforce desired behaviors
- providing tools and coaching to help people be successful
- rewards and recognition
From the strategic perspective, performance management begins with the identification of what’s vital to the organization. If these priorities are not clear and it is not clear what role everyone plays in the priorities, the rest is unlikely to mean much.
Several of the Partners pointed out that performance management refers not just to people management, but to process management, and plant management (which one of the Partners called the “3 Ps – People, Plant, and Process”).
One of the Partners explained that she always starts by measuring the performance of the process. To improve the process, based on the root cause analysis she would work to improve the people performance, tools, materials, methods, the environment, or whatever factor was driving the performance of a process.
While there are clearly a wide range of views about how to manage performance, several excellent points or best practices generated quite a bit of support during our discussions:
- Performance Management must be about much more than individual performance measurement. As Deming said, over 90% of problems are caused by the system not the person. To manage performance, we must manage the system by which people, plant, process interact to produce results.
- Frequent observation and feedback is more helpful to people than formal annual reviews.
- Frequent communication about what an organization needs and wants greatly increases the odds that the organization will get what they need and want.
- Group rewards encourage teamwork, while individual rewards encourage an individual to optimize his or her own goals even if it may sub-optimize the organization as a whole.
- Tying money directly to performance appraisal can be a two-edged sword – raising stress and reducing the intrinsic rewards and personal satisfaction from doing a good job for the team.
- Avoid performance management in the rear view mirror – in other words, avoid “Monday morning quarterbacking.”
- Make more of the goal setting process which produces targets against which we measure performance and take corrective action