Plans without a system for follow-through rarely get executed - people need performance systems. Two of the critical components of a workable people performance system are employees aligned to your purpose and principles, and matching people to roles where there is great clarity of the roles.
The other critical components are:
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G.I.V.E
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Celebrating milestones
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Truly appreciating people
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Using praise sparingly and critique wisely
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Engaging people while they are with you and not losing their wisdom when they leave
G.I.V.E.
Goal alignment, or shared view, reduces the likelihood of the two major causes of human conflict; disagreement about goals or disagreement about how goals will be achieved. Crucial is having our shared goals (both personal and business) and how we will achieve them written down and signed off by our performance partner/s (see below). This is achieved through individual performance possibility plans.
Informal and formal feedback exchange about performance is want we all want, however what we don't want is to be uncomfortable about it. The key to success lies in the questions we ask and our ability and willingness to let others answer our questions without interruption or judgement from us. Regular and successful informal feedback exchange means formal feedback exchange need only be the regular times we celebrate our achievements and revise our plan for the future. Formal feedback exchanges should occur quarterly.
Validation of real and perceived barriers in the way of achieving our written plan is important to our self esteem, and our reality view of current performance in relation to possible performance. Validation is achieved through dialogue with our performance partners about what is worth celebrating and what needs to improve from our own and their perspective. Regular 180°, 360°, and 720° feedback further validates our performance or non-performance.
Engagement in follow-through by following-up is critical. Performance partners help keep us focused and on-track through regular corridor chats, feedback cards, praise when we exceed expectations, and constructive criticism when we do not execute our performance possibility plan as desired.
The essential skills of performance partners
- Ability and willingness to ask questions and self discipline to not necessarily give answers
- Ability and willingness to actively and reflectively listen and willingness to understand in non-judgmental and non-prejudicial ways
- Ability and willingness to engage in dialogue that inspires others to take action in their own way
- Ability and willingness to share experience in ways others will find valuable in making their own decisions and taking action in their own way
- Ability and willingness to be silent as others focus and think through their issues
- Ability and willingness to give sound advice but more to encourage people to find their own way forward
You and each of your employees should have at least two performance partners each.
360° and balanced scorecard
These are two of the greatest concepts ever in performance management. The problem is that to administer them can be complicated and incredibly time consuming, leaving many to doubt their value compared to what it takes to use them. They can be highly effective and valuable, however much depends on your circumstances, intent, and resources.
Celebrating milestones
Tom Hopkins has said, correctly in my view, "Success is a journey - not a destination". We should celebrate the journey more than when we actually achieve our big goals. Celebrating milestones, no matter how small, is a great way to do this.
Truly appreciating people
The eminent psychologist William James said "The deepest human craving is to be appreciated". We can appreciate others in a myriad of ways. Here are just a few:
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Saying thank you and sending thank you notes
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Acknowledging people when they do what needs to be done
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Giving credit where it is due
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Paying attention to people when they speak to us
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Accepting all ideas as coming from the right place
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Giving people genuine and appropriate compliments
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Talking up (as opposed to down) to people
Using praise sparingly and offer critique wisely
My take on an old adage "praise in public and offer critique in private". We all enjoy genuine praise given in genuine ways. I believe in showing appreciation for the everyday things and praising people for above average performance.
It is never appropriate to offer critique in public, only in private, and only then with a pure intent for the good of the other person or people.
Engaging people while they are with you, and not losing their wisdom when they leave
There is much talk today about employee retention and many rate it their number one cause of stress. I think most of the talk is misguided. The reality is that the pattern for most people is that they will work with many organisations over the course of their working lives. The real issue for me is engaging people while they are with us and not losing their wisdom when they leave.
Not losing people's wisdom when they leave
I don't like the term ‘knowledge management'. I am much more interested in 'wisdom' (knowledge applied successfully) than 'knowledge'. Through a people performance system that works, we have numerous opportunities to capture wisdom for use in the future. Here are some suggestions:
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Every time a milestone is celebrated, interview those involved about how their accomplishments were achieved and use the recording in the future
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Get permission to use pertinent parts of exit interviews
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Catalogue all ideas even when they are not proceeded with
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Keep adding to the written history of your organisation by ensuring everyone who works with you has a section about their accomplishments in it
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Keep a record of research and the detail of how decisions were made
Read the article "Simplifying Strategy And Execution: All Stakeholders Are Important"
Read the article "Simplifying Strategy And Execution: Aligning Possibility, Purpose And Principles"
Read the article "Simplifying Strategy And Execution: Strategic Intuition Precedes Strategic Thinking"
Read the article "Simplifying Strategy And Execution: Turning Strategic Thinking Into Strategic Insight"
Read the article "Simplifying Strategy And Execution: Strategic Planning Is An Oxymoron"
Read the article "Simplifying Strategy And Execution: Transparency Is Essential"