You’ve hired good people, set goals, helped them identify development opportunities, scheduled and held performance reviews, managed workloads, and overall avoided the “bad manager” actions Dee Anne described. What else do you need to do to build organizational talent and help your people succeed? Give them feedback on how they are doing!
In his white paper, The Hard Truth About Effective Performance Management, Marc Effron highlights the evidence that on-going coaching and feedback is a requirement for effective performance management. To truly help people improve their performance, coaching must be focused and delivered regularly. To help busy managers coach effectively Effron recommends a process called 2 + 2 Coaching. It has four steps:
- Have a dedicated coaching conversation once a quarter.
- Schedule it for 15 minutes.
- Provide two comments to the employee on their progress towards their goals.
- Provide two comments to the employee on what they could do more or less of in the future to be more effective.
Clear and direct feedback has been shown to be a crucial element for high performance and goal attainment. Clearly you will be working with your people to solve problems, develop ideas, complete projects and other on-going tasks. However, carving out time for dedicated coaching and feedback on goals will help you effectively develop and build organizational talent and increase the performance of your people and your team.
A recent newsletter from the Association for Talent Development included an article called “9 Bad Manager Mistakes That Make Good People Quit.” They cited a statistic from Gallup that you’ve probably heard before – 70% of an employee’s motivation is directly tied to actions by his or her manager.
People don’t quit organizations, they quit managers. So how can you be the sort of manager that doesn’t send good employees job hunting? Here are some tips from the article, which was reprinted in Huffington Post.
- Manage workloads – I’ve heard many employees say that they appreciate the work/life balance provided in their job at Minnesota State. That not only supports motivation, but it’s effective management. Overworked people are not as productive and are significantly less engaged.
- Recognizing contributions – Everyone likes to be acknowledged for their good work, and high performers often value it even more. Figure out what type of recognition your employees need, and then provide it on a regular basis.
- Provide development opportunities – Our environment is about learning and growing. Not only do our employees want to provide that for students, but they also want a chance to keep their own skills current and develop new ones.
- Honor commitments – Highly engaged employees usually report that they work for a manager who is reliable and trustworthy.
- Engage creativity – Encourage people to use their talents to improve the work they do. It will engage their creative problem-solving skills and tap into their passions.
- Care about your employees – Effective mangers know how to balance professionalism with being human. They understand that people have lives outside of work – they help celebrate successes and are supportive of difficult issues.
Dee Anne Bonebright
Every four years I am captivated by the amazing performances of the World Cup soccer players. Add the famous GOOOOOOAL call by announcer Andres Cantor and it is “must see TV!”
Big goals also lead to high performance in the world of work. In Marc Effron’s soon to be released book, 8 Steps to High Performance:Focus on What You Can Change (Ignore the Rest), he highlights the science behind goal setting:
- Specific goals improve performance.
- Bigger goals are more motivating than smaller goals.
- Fewer goals lead to higher performance.
Based on this research he describes a four step process to set goals with your people to help them perform at the highest level.
- Align – individual goals need to directly contribute to what is most important to your institution’s success.
- Promise – limit individual goals to those important few that an individual is emotionally committed to and willing to “promise” to complete.
- Increase – individual goals need to focus on concrete improvement in performance.
- Frame – write the goals so they are clear, easy to understand and succinct.
Not everyone gets to score a goal in the World Cup but you can help all your people be star performers in their own way.
Over the last few weeks I’ve been conducting annual performance reviews with my staff. In preparation for our conversations, I ask my staff to not only document their accomplishments and performance goals, but to think about their professional development goals as well. Helping my staff grow and learn is highly satisfying. And according to career development expert and author Beverley Kaye, it is essential to retaining high performing individuals.
In her book, Help Them Grow or Watch Them Go, Kaye offers up simple strategies that leaders can use help their staff grow in their careers, including:
- Have short, frequent conversations with your staff about their career development
- Listen attentively. Let your employees do 90% of the talking in your personal sessions.
- Be curious and encourage curiosity. You do not need to have all the answers.
- Provide constructive feedback regularly.
- Discuss career development as a “rock-climbing wall” where employees can move up, down or sideways – or hang on and stay put
Kaye also recommends employing hindsight, foresight, and insight conversations:
- During hindsight conversations, encourage people to look within themselves and examine where they’ve been in the past
- During foresight conversations, ask staff to look outside of themselves and consider their future paths
- Use insight conversations to combine hindsight and foresight
While professional development conversations between supervisors and their direct reports shouldn’t be limited to once a year, I find annual performance reviews a helpful time to focus on professional development conversations. It gives my staff an opportunity to discuss how they are wanting to grow their careers and it gives me a chance to encourage them and provide additional ideas for development that might include stretch assignments, new work projects, professional certifications, continuing education, and service opportunities.
How do you help your employees grow?
Annual performance reviews can be a useful tool in building organizational talent. On the other hand, if it’s not done well it can be like going to the dentist or getting an immunization – necessary to maintain health but not particularly fun.
From the employee’s point of view it’s a chance to focus on what we’ve done well this year and where we’d like to go in the future. I was having a bad day on Monday morning, and receiving my review from Anita actually made it much better. It’s very engaging to hear what your supervisor appreciates about you and to think about possibilities for development.
From the manager’s point of view performance reviews are a chance to reinforce things that are going well and develop goals for the next year. It’s much easier to hold people accountable for their performance if you’ve both agreed on what successful performance looks like. In my review, Anita and I created a set of goals that I will be able to report on in our ongoing conversations.
As an HR professional, I see the value in having the annual review meeting. I’m also well aware that they are going out of favor in many organizations, with the focus shifting to more frequent ongoing conversations. Since many of us at Minnesota State are starting a new cycle, here are some tips to make next year’s reviews effective.
- No surprises – the annual review should be a summary of conversations that you’ve had throughout the year. It’s a chance to focus on what’s gone well and what should happen in the future.
- It’s not about the form – whatever the process is at your institution, focus on having a meaningful conversation, not on filling out the form and selecting ratings.
- Don’t rely on memory – If your employee does something extraordinary in the next month, it will be nearly impossible to remember that a year from now. Keeping notes will make the process easier and more accurately reflect the full year.
- Take it seriously – I’ve heard way too many stories about people who don’t get a review at all, or who are asked to fill out their own form, which the supervisor then signs without comment. That’s demoralizing for the employee and can come back to bite the manager. It’s really difficult to manage a performance problem if the employee has a track record of reviews that exceed expectations.
Making the annual review the capstone to a year of effective performance management will help it feel more like getting ready for a 4th of July party than a medical appointment.
Dee Anne Bonebright
According to David Mallon of Bersin & Associates, if you want a high performance organization, it’s imperative that you build a learning culture. In his research of successful, high performing organizations, he’s found that “a culture of learning and a culture of high performance are significantly linked.” Intuitively, it makes sense that the smarter your organization is the better it can perform.
So, what is a learning culture, you might ask? Bersin & Associates define it as a “collective set of organizational values, conventions, processes and practices that continuously impels organizations and individuals to build knowledge, competence and performance.” And while a learning culture supports training and leadership development, it isn’t limited to formal development programs.
In Bersin’s comprehensive report, Mallon identifies 40 best practices and seven strategies that organizations can use to create a learning culture. Here is a sample:
- Assign staff to do jobs that surpass their skills and knowledge – Ask people to stretch. Use difficult assignments to encourage employees to push themselves to develop new skills and improve their old ones.
- Let people participate in selecting their assignments – Employees work hardest when their jobs and tasks interest them. Google takes advantage of this by permitting its engineers to devote a fifth of their time to personal projects.
- Recognize workers who learn new information and abilities – Provide rewards that show you care about each person’s learning.
- Value mistakes and failures – Employees learn best from their mistakes. Capitalize on errors as learning opportunities. And give people time to reflect on them.
- Emphasize learning as an important activity – Demonstrate its value in tangible ways; for example, make managers responsible for their staff’s professional development, not just their output. Actions always speak louder than words.
- Take a personal interest in the organizational capabilities of teams and individuals – Mentor the people you supervise.
During the next month, we’ll be exploring these ideas and more as we dive deeply into our next leadership competency of Building Organizational Talent. What strategies have you used to build a learning culture?
Whatever your role, knowing how to be a transformational leader and how to be a transactional leader is important. While you may spend more time doing one or the other, it’s important to understand and use both skill sets.
A distinction is often made between “leadership” and “management.” In my mind, this is similar to being “transformational” and being “transactional.” For example, this 2011 article in an international management journal described some of the differences.
- Leadership thinking focuses on people and looks outward; management thinking focuses on things and looks inward
- Leadership goal-setting creates a vision; management goal-setting executes plans
- Leadership creates change; management implements change
- Leadership trusts and develops people; management directs and coordinates people
- Leadership sees the forest; management sees the trees
As management expert John Kotter points out in this conversation, organizations need both superb leadership and superb management. In your leadership role, sometimes you have to be a transformational leader who can create a vision and inspire people to follow it. Other times, you may need to be a transactional leader who can provide specific feedback to help people get the day-to-day work done.
Dee Anne Bonebright