Four more reasons giving public feedback backfires
In my previous post, I described some examples where a manager tries to give “public feedback” in an effort to change the behaviors of a few people through mass communication. The communication may be efficient, but the outcomes are not there, and could actually make things worse. Today, I discuss four more reasons why public feedback is rife with unintended consequences.
“Public Feedback” is when a manager notices or learns something he or she doesn’t like on the part of a few, and instead of addressing it with those individuals, addresses it with the entire team. Three simple examples are:
1) Employees not following a dress code. Manager: “Reminder to everyone: Follow the dress code.”
2) Employees late on their status reports. Manger: “Everyone, I need the status report by end of week, no exceptions.”
3) Employees gossiping. Manager: “I will not tolerate gossiping from anyone.”
In the previous post, I detailed what happens with the people whose behaviors are targeted. But what is the impact on those who are actually doing things correctly? Not good. Read more
Five tips for reducing drama on your team
In my previous post, I described what I call the “ineffective-you-doing-OK-swing-by.” It is ineffective in that it indicates that the manager is hoping to take a short cut in solving a problem, and it doesn’t solve the problem. Additionally, it trains your employees to set up dramas to get your attention. It’s a leading indicator that you are managing from a deficit.
In today’s post, I’ll discuss five ways to reduce and avoid having to rely on such swing-bys.
An example of giving specific and immediate feedback and a frightening look into the alternatives
In my previous post, I introduced the idea that the more specific and more immediate the performance feedback you provide to someone, the more artistically you’re executing the skill. I used the analogy of directing someone to hang a picture to illustrate the point.
OK, let’s translate this to the workplace and see what it looks like. You are managing someone who just presented to a division leader on a proposal to upgrade the technology. In this scenario, you have the opportunity to provide feedback. The most artful is the most specific and the most immediate: Read more
How to use the What-How grid to build team strength, strategy and performance
In my previous post, I described how managers can use the What-How grid to identify a more complete view of performance of their team members. In the posting, I discussed how this grid aids managers in identifying which areas of performance feedback they should be receiving. In this post, I’ll discuss how you can further use the grid to make better strategic decisions in running your team. Read more
Using the “What-How” grid to assess your team
A common mistake for managers is to assess team members by their technical ability or production alone. That is, the one with the most technical ability or volume of output is the primary rating that is taken into account. For example, let’s say you have someone on your team with a unique skill that is very valuable to the team. They can do the skill very well, and having this expertise is highly prized and appreciated. Thank goodness for having this person on the team!
A second common mistake for managers is to assess team members by their ability to work with others on the team. That is, one with the most ability to get along and interact is the primary rating that is taken into account. For example, let’s say you have someone on your team with the unique ability to interact with others. They can do this very well, and having this positive influence is highly prized and appreciated. Thank goodness for having this person on the team! Read more
Why the annual performance review is often toxic
Many managers dread the annual performance review, and for good reason. The annual performance review requires the manager to put in writing exactly how they think the employee has done over the course of the year. It’s a lot to cover, and can create some pretty tense and toxic situations if you get it wrong.
By “getting it wrong,” I mean that the employee disagrees with what you documented. The employee who disagrees with what the boss wrote has to either challenge the boss (not always a good scene), or accept something they don’t agree with that has career-level impact.
If an employee steps up and disagrees with your performance evaluation, you, the manager, have many options, none of which are good: Read more
Overview of the performance management process for managers
In my previous post, I wondered how many managers were aware of the performance management process, a systematic way to address poorly performing employees. My conclusion: not many. One reason is that performance management is often hidden beneath a larger framework that involves setting goals, doing performance reviews, and the like. Dealing with performance problems gets lost in this.
In doing a Google search for “Performance Management”, I get results for the larger concept of managing performance of a workforce, which aspires holistically to improve how at the organizational level using goals, and career development as a starting point. It is also associated with the “Performance Review” process (which suffices for some organizations as the only venue to “performance manage” their employees).
These aspirations for holistic performance management of an entire workforce are admirable, and is an important thrust of this blog. But if you have a problematic employee, you need to deal with the situation now. If all you see when you look up “performance management” is how it is important to develop employees and establish goals, it’s easy to miss that this is the process you use to correct and remove toxic behaviors on your team. No wonder it’s such a secret!
“Performance Management” is advertised as an organizational solution (“OK everyone, let’s write goals by the end of the month!”), but it is a very practical individual solution. For those management designers out there—consider getting your managers on board with the performance management process by starting with dealing with for low performers first, and then add style points (goals, development) later in developing your performance management process.
So, without further ado, here is the high level “Performance Management” process for those individuals who are causing problems in your org. Read more
The Performance Management Process: Were You Aware of It?
In John Hodgman’s humorous book, “The Areas of My Expertise
I would like to add an entry: “There is a way for managers to systematically deal with poorly performing and poorly behaving employees – WERE YOU AWARE OF IT?”
It’s true! It’s called the Performance Management Process. Read more
“Thanks for your Hard Work” vs. “Thanks for your Good Work”
A popular thing for a manger to say—often in a team setting— is “Thanks for your hard work!” A popular addition is, “Thanks for your hard work and long hours.” Have you ever heard this? If you are a manager, have you ever said this?
The context is usually at the end of a project, after a release, or perhaps a budget review cycle. The managers says, “We put in a lot of long hours, and hard work. Thanks to all those who toiled to get this done!”
Hard work should definitely be appreciated, as it did, indeed get the work done. But is it worthy of praise? And in a team setting? I don’t think so. Read more
Performance Feedback: Don’t Just Say “Bad Job”
In a previous post, I describe how it is important to provide some more details about what was good when you tell an employee “good job.” In this post, we look at the other side, “Bad job.”
When you want to say something like “Bad job” to your employee, you are actually striving to change behavior of the recipient of the performance feedback. On top of that, you have to get closer to the facts regarding what the person did. You aren’t allowed to say, “Bad job” (or “You really screwed up”)—this won’t change behavior for the better, but will serve to make the employee despise you. Instead of saying “Bad job,” start again with the event that happened to warranted the urge to say, “Bad job”. In essence, you’re starting a dialogue before rushing to “bad job”:
Manager: “I got that email from a customer that says that you haven’t provided an update on the delivery time frames. Can you explain to me what’s going on?”
