You Might Be Managing Performance Wrong

I remember a conversation that I once had with a client. He lamented that he didn't know what his employees were doing. It drove him crazy. As a consultant we are conditioned to ask open-ended questions to understand our clients and their concerns. We began the conversation with a common introductory question.

"Have you asked them what they're doing?"

The client laughed, "Well, no."

One of the most understated elements of managing performance is communication. A lack of communication with your employees can leave the imagination to run amok. When a manager doesn't hold frequent conversations about projects, goals, and performance, it often leaves an employee navigating through the dark. Managers typically arrive to one of two conclusions about their employees if they don't understand what their employees do:

Conclusion 1: I don't know what they're doing but it's probably not much.

Conclusion 2: I don't know what they're doing but I trust they're doing what I want.

If direct communication about your expectations with your employees is uncommon in your business, you will frequently remain disappointed about the outcome of their labor. Imagine you are building your dream house but the blueprints were never written down nor were they ever communicated with the contractors building your home. You wanted five bedrooms, a finished basement, a large fireplace, and an open floor plan. Instead you arrive to a house that doesn't remotely resemble the image you had in your head. That is how your employees work without consistent and clear communication.

Our Recommendations

1.Make your expectations of what is acceptable performance clear and concise. Beating around the bush or sending mixed signals is the death knell of good performance. Explain what you are look for and follow-up with an email summarizing those conversations.

2.Make employee check-ins your routine. Setting expectations isn't enough to ensure successful completion of projects or goals. Ask relevant questions to keep the employee engaged. Sometimes if an employee is veering in the wrong direction, check-ins are the opportunity to course correct.

3.Give your employee a platform to make suggestions. A highly engaged employee often has autonomy over their role. Give your employee a voice to control the outcome of the project, especially since they're entrenched in it more than a manager.

4.Recognize their achievement and reward accordingly. When your employee accomplishes a very challenging job, a manager should want them to repeat the behaviors that led to those outcomes. Be specific on what was accomplished and tailor the acknowledgment and reward to the preferences of that employee. Some employees enjoy public recognition but others do not.

This is considerably time-consuming which may deter some managers. However, the commitment you invest in communicating with your employees will yield tangible results for your business.

For more information on the topic or to reserve your free consultation, schedule your appointment on the contact us page.