Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Performance Management Must Begin With the Manager

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The concept of performance management allows managers to align the actions and activities of their employees with the goals and objectives of senior management in order to achieve the stated outcomes of the company.

It is this linkage that allows each individual employee to work toward the accomplishment of mutual goals and objectives.

Many managers make the common mistake of assuming that because they understand the goals and objectives assigned to them, everyone else does as well. This is often where many performance problems occur, as in terms of thinking and action there is a gap between what was planned as an overall company goal and what the unit or department is actually doing. The company might have established a specific goal while employees are working in a fashion wholly unrelated to that goal, which will assure that it is not met.

Managers are the liaison between senior leadership and their people. Often there is no sense of connection between a company’s goals and the actions of individual employees. They continue to perform in their usual fashion without achieving the desired outcomes stated by upper management. The role of the manager is to align the actions of his or her employees with the goals and objectives of the company.

Effective performance management must begin with the manager. Before they can communicate the goals and objectives of management, he or she must clearly understand both what is desired and the means to achieve it. Unless this information is clearly communicated to the manager and he or she comprehends and understands what is desired, there will be a gap in the system that will result in deficient results.

The problem is that in many organizations there is too great a disparity between plans and results. Many employees and managers develop annual plans and then ignore them during the course of the year; there is no actual implementation. They are instead an exercise that management requires, without any real utility or connection to day-to-day work.

Before managers can manage the performance of their people, they must personally commit to it and the results they wish to achieve. Once they have done so, they can then focus their efforts in the following areas:

Clarifying Goals

Managers must take the time to create a two-way dialogue with their people and clearly communicate the company’s goals to them. Employees should be encouraged to question, challenge, interpret and clarify these goals in their minds. This process gives them ownership of the goals, which makes them more concrete and meaningful and increases the likelihood they will be accomplished.

Discussing Ways to Meet Goals

Once employees understand the individual company goals and objectives, managers should discuss the specific ways they can meet them.

These discussions should be detailed and explicit in order to align employees’ strategies and plans with the company goals. Managers should specify the precise changes employees have to make to align their individual behaviors and activities with the company goals.

Employees should be informed of what is now expected of them and how they are expected to meet those expectations. As goals were clarified through encouraging questioning, challenging and interpreting, similar brainstorming should be encouraged to determine the best ways to achieve company goals and objectives.

Following Through to Align Behaviors with Outcomes

The critical link in performance management is the manager’s commitment to follow through with each individual employee to ensure that their work is aligned with the stated outcomes outlined in the company’s goals and objectives. This is where many performance management programs fall short: goals and methodologies are discussed with the unit or department, but individual employees are allowed to backslide into old habits that hinder achieving the company’s goals.

Managers follow through by first observing each individual employee’s professional behavior, discussing the results he or she is achieving, and supporting their efforts with additional training and coaching to keep them on focus.

Excerpt: Performance Management: The Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

Related:

Five Critical Steps to Maximize Performance

Focusing Employees on Common Goals

Plans Must Be Rooted in Past Performance

Focusing Your Employees on Future Performance

For Additional Information the Author Recommends the Following Books:

Strengthening Performance: Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Management Skill Development Training Series

Maximizing Financial Performance: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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4 Responses

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  1. Hi Timothy

    I agree, it’s important for organizations to be nimble and flexible in designing and delivering their attraction, retention and engagement strategies, allowing them to shift the emphasis on relevant elements as their own goals and needs change.

    Silvia
    http://www.monitae.com

    Silvia

    March 9, 2013 at 11:53 am

  2. […] Many managers make the common mistake of assuming that because they understand the goals and objectives assigned to them, everyone else does as well. This is often where many performance problems o…  […]

  3. […] Performance Management Must Begin With the Manage […]

  4. […] Performance Management Must Begin With the Managers […]


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