PERFORMANCE PITFALLS

I welcome you to my short series - PERFORMANCE PITFALLS, where I present probable traps in performance management where managers can avoid. This could be helpful for our personal and professional growth.

PERFORMANCE PITFALLS - Day 1

Blinkered Vision

During performance management discussions, managers tend to exhibit a recency bias…meaning they tend to recall most vividly the events of the recent past.

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This can lead them to easily remember achievements or missed deadlines from the end of the year, while possibly overlooking accomplishments or challenges their team member may have overcome from earlier periods.

Exceptional managers take a comprehensive view of the entire year before making conclusions. They conduct regular check-ins with their team members to prevent surprises for both employees and themselves.

Therefore, it's crucial not to be blinkered in their discussions just relying on recent events, whether they reflect great achievements or unmet deadlines, but to consider the overall performance across the entire year.

Happy Performance management discussions for great workplaces😊

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PERFORMANCE PITFALLS - Day 2

Looking only for the 'what' while overlooking the 'how'!

Managers often prioritize numerical outcomes, focusing solely on results and listening intently when the outcome is positive !!

They review the end result first and then backtrack if the results were positive. However, if the outcome was unfavorable, they may have disregarded going down to the root cause on what they would have perceived as ‘failed attempts’.

What managers overlook in this approach is the opportunity to assess the character and attitude demonstrated by their team members, even in unsuccessful attempts. Research shows that employees often learn and grow from their mistakes, transforming them into future stars.

By concentrating on these learning moments, managers can gain insight not only into what team members accomplish but also ‘how’ they approached their goals.

Embracing all aspects of performance, both successes and setbacks, is a must and what’s more crucial is to get behind understanding ‘how’ tasks were accomplished and not just ‘what’ was accomplished. This makes for effective performance management.

Happy Performance management discussions for great workplaces😊

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PERFORMANCE PITFALLS - Day 3

Giving feedback even before listening!

When managers are pressed for time, they often treat performance appraisals as a checkbox exercise, skipping important steps. One such step they frequently overlook is allowing team members the opportunity to conduct their own self-evaluation.

Instead of starting with the employee's self-assessment, managers typically present their own draft evaluation of the team member's performance and then request feedback.

This approach prevents managers from hearing the team member's perspective firsthand and may convey a message of undervaluation and lack of empowerment. It also inhibits the employee from sharing insights or ideas that could benefit other functions or teams within the business.

Managers can avoid this issue by prioritizing the team member's self-evaluation as the initial step in the appraisal process. It will work as smooth as a medical practitioner listening to their patient first and then prescribing😊

Happy Performance management discussions for great workplaces😊

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PERFORMANCE PITFALLS - Day 5

Call a spade 'a spade'

Managers withholding feedback, whether positive or developmental, could be detrimental to their team members’ career.

Delayed feedback is an opportunity lost to let them know where they stand. On the other hand, recognizing and rewarding exceptional performances promptly, empowers employees, increases engagement and prepares them for greater responsibilities in the future.

When delivering developmental feedback, it’s best when managers avoid ambiguity and sugarcoating. Instead, its best when managers address issues directly, provide specific guidance on how employees can improve, encouraging them to share ideas, and supporting their development.

Skirting around issues and failing to deliver timely, specific, and balanced feedback during performance discussions should be avoided….it’s the perfect time to call a spade ‘a spade’!

Happy Performance management discussions for great workplaces😊

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PERFORMANCE PITFALLS - Day 6

Performance appraisal is a review, not an exam!

Performance appraisals are conversations rather than examinations.

They involve discussing the current status, challenges, and opportunities, serving as a checkpoint rather than a singular event. While typically conducted annually, they assess progress against current requirements and set the stage for the year ahead.

Sometimes, managers inadvertently create an intimidating atmosphere by framing these discussions in terms of ‘pass’ or ‘fail’ outcomes. However, the true purpose of performance discussions are to evaluate employee performance objectively, not to label individuals as stars or laggards.

When managers foster openness and transparency, it encourages employee participation and enriches the discussion's value. Managers can do well in avoiding the trap of treating performance discussions akin to an examination!

Happy Performance management discussions for great workplaces😊

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PERFORMANCE PITFALLS - Day 7

If needed, advise, but never surprise

Never spring surprise during performance appraisals !!

1. In performance discussions, the focus should be on mutually agreed goals between managers and the employee.

2. Managers sometimes assume that employees are working only on specific goals and then they restrict their discussions at the year-end. This act can surprise and disengage employees.

3. Conversely, employees may work on goals that managers are unaware of, also leading to surprises.

4. Regular check-ins by managers can help ease these situations and prevent last-minute surprises, whether positive or negative.

Happy Performance management discussions for great workplaces😊

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PERFORMANCE PITFALLS - DAY 8

Being human is never a bad thing!

Not being ‘human’ could be the biggest pitfall shared in this entire series !!

In performance discussions, it's valuable to embrace empathy and humanity. It's crucial to comprehend both - what team members achieve and how they achieve it. Being empathetic accompanied with actively listening, and allowing them to articulate their perspectives can brighten up the performance discussion as the employee will feel free and safe to share.

This pitfall surfaces was especially when goals aren't met, but there are effective ways to communicate feedback in a way that would help employees understand what might have gone wrong. This is possible without jeopardizing the relationship.

Performance discussions should prioritize empathy and understanding as it fosters an ongoing relationship. Ultimately, trusting, communicating, and building relationships are key to enhancing performance in the long term. I always remember the Maya Angelou quote “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

I am sure that no manager wants to start their next year with a broken relationship with their team !

I pray and wish that managers reading this series may have gained some valuable insights and avoid these pitfalls 🙏

Happy Performance management discussions for great workplaces😊

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