Performance Management sets the benchmark for the standards and expectations of performance within a business as a whole and the teams operating within it
As the leader of the team, you set the performance standards. There must be congruence, meaning that you walk the walk as well as talk the talk. As leader my approach has always been I would not ask my team member to do anything I was not prepared to do myself.
How do you develop a performance management approach?
It starts at the top with the executive leadership or owners of the business having a clear vision, mission and purpose for the business. Then setting out the annual strategy and objectives. From there, it is up to the leaders within the company to translate the business strategy into how the team’s deliverables align with and contribute to the business strategy.
See yourself as the filter. Taking the intangible strategy and objectives of the company and translating this to deliverables for the team and team members.
Performance Management is focusing on the what and the how elements of performance.
The what are the key deliverables that are expected from the team. This could be tasks, projects or initiatives that the team is accountable for. At a team level it is about establishing Key Performance Indicators and aligning each member of the team to them.
The how is the set of values and behaviors expected from the employees. You have to have both to drive a performance culture. It is not value add to deliver on your objectives but leave a trail of destruction in your path- people find you difficult to work with or cringe when you approach them for participation in a task.
Performance Management is about establishing clear goals.
There will be performance goals aligned to the deliverables of the team. Use SMART (Specific, Measurable, Achievable, Relevant & Timebound) goals when writing goals. This should be seen as a two-way conversation allowing the team member to have input on how the goal is delivered. This gives the team member ownership and accountability for the goal.
There will also be development goals and this is where would have conversations with the team member on career development needs and aspirations. Your role as a leader here is to support the team member.
Performance Management is about keeping things on track.
Regular check-ins on the goals throughout the year. I would recommend quarterly check in on goals as part of your regular 1:1 check- ins. This will allow you assess progress to goals and help keep things on track.
Address poor performance early—they are uncomfortable conversations but necessary! However when you see poor performance be sure to check the facts first. Ask yourself the following questions:
Is the underperformance due to lack of training?
Is the underperformance due to lack of experience- if it was a stretch or developmental assignment?
Is the underperformance down to a scope change in the work?
Is the underperformance due to something outside of work?
If the answers to the questions above are all NO then reiterate performance expectations verbally. If things don’t improve then engage your HR function about possibly going down a Performance Improvement Plan. Performance Improvement Plans have a negative connotation but they are intended to help team members improve performance and meet expectations.
The EOY (End of Year) review process will then be a conversation more focused on accomplishments during the year but also forward-looking on how to achieve higher performance.
Performance Management is delivering timely feedback
Think about the feedback you want to deliver. Is it performance related or developmental feedback? Think about when to deliver feedback. Feedback is best delivered close to the event where you are basing your feedback on.
Always deliver performance feedback 1:1 and never in public!
No matter whether it is difficult performance related feedback or positive feedback , don’t wing it prepare beforehand. Choose your words carefully, have examples to back up your feedback around observed behavior.
Use a feedback model to structure your feedback- Stop/Start/Continue Model, SBI (Situation, Behavior, Impact) Model, STAR (Situation, Task, Action, Result) Model.
Be open to the other person's point of view and revise your feedback if there are facts you were not aware of.
”Seek first to understand then be understood”- Stephen R. Covey