Developmental Resources
PERFORMANCE MANAGEMENT
Constant Conversations
"My manager is really
smart, but she doesn't talk to me.
She doesn't give me the direction I
need nor does she give me input
on how I am doing. I am just left to
my own to try and figure it out
and hope I am headed in the right
direction."
I just heard this over the past week from a client. At first, this may sound like an over-indulgent, needy employee. However, over the past 12 years, I have heard similar statements from more people than I can remember. People just want to know how they measure up. They want to know how they are doing. They want feedback. This is even more true nowadays as the research points to our newest generation in the workplace looking for instant gratification and constant feedback.
Are these conversations easy? Absolutely not. However, the risk we run by not having them is even more critical. When we avoid difficult conversations, we risk three possible employee reactions:
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Fight: Employees are more likely to become defensive and argue with us.
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Flight: Employees are more likely to become upset and leave the organization.
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Fright: Employees are more likely to be stunned and paralyzed and not know what to do.
So, minimize your risk and talk to your directs today... and more regularly. These types of conversations are great to have within 24 hours of specific events where feedback is necessitated or on a frequent basis (e.g., monthly, quarterly, or bi-yearly). As a matter of fact, right now is the perfect time for a mid-year check-up.
| The most difficult conversations are the most important to have! | |
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Where do the lines
of responsibility lie when it comes to performance management? While we say that managers are responsible for quite a bit, they are not responsible for two key areas as they relate to their direct reports.
PERFORMANCE
MANAGEMENT
Employees
Managers
Organization |
Surveys
Training
Keynotes
Coaching
Consulting
Facilitation
Assessment
Development
Presentations
Focus Groups
| WHY PEOPLE LEAVE! | |
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Managers and leaders have a great deal of responsibility in the organization. They must communicate, strategize, inspire, and encourage. However, perhaps nothing is more important or foundationally basic than initiating performance conversations with direct reports. It has been said that: "People join companies but leave managers." One of the reasons good people leave is because they just don't get enough. They don't get enough communication, input, and feedback. So, here are the top frustrations we hear from people regarding their immediate supervisor's communication. Don't let this happen to you! |
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What frustrates employees most and causes them to think about leaving? |
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GIVE CONSTANT FEEDBACK! |
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Feedback is not easy. It is filled with negative connotations because we tend to use it to correct mistakes. However, studies show that acknowledging good performance can have more impact. "Feedback needs to be both positive as well as corrective." Use the communication templates below to deliver clear, organized messages that encourage good performance (STAR MODEL) and give direction for poor performance (GAIN MODEL). |
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Reinforce good performance! |
Redirect
poor performance! |
| GAIN MODEL TEMPLATE | |