Performance Management Blog

Most of us would rather have a root canal (without the Novocain) than give an employee feedback about poor performance, particularly when it relates to a behavior based issue. Yet, we will eagerly discuss or more accurately complain about these issues to colleagues, friends or family. So what stops us from providing feedback to the employee?

Most of us would rather have a root canal (without the Novocain) than give an employee feedback about poor performance, particularly when it relates to a behavior based issue. Yet, we will eagerly discuss or more accurately complain about these issues to colleagues, friends or family. So what stops us from providing feedback to the employee?

In this world it’s impossible to like everyone. However in the workplace, as a manager, it almost feels wrong or biased to dislike an employee. But why? Just because you do not particularly like a person on your team does not make you a bad manager…though, how you treat them might.

Findings from the 2013 Mercer Global Performance Management Survey report that performance management initiatives could and should be more effective.  Only 3% of the 1,050 survey participants from 53 countries say their performance management program provides exceptional value. Ouch. The biggest problem:  only 6% of managers are highly skilled at having candid performance conversations.  One in three organizations said the ability of managers and employees to engage in performance conversations is key and has the greatest impact on company performance.  

Anchoring your performance feedback alongside your organization's core competencies is a beautiful thing.  Let me explain and provide some resources and tools on this topic.

If you work at Rockland Trust, a Massachusetts-based 120 year old bank with about 2,000 employees in  77+ locations everyone can tell you, “We’re a place where each relationship matters”.  From the interview, onboarding, coaching, training, rewards and recognition everyone knows Rockland Trust is a place where all relationships matter.  Case in Point:   Bob, a Loan Officer, was great with clients:  professional and respectful.  Yet when it came to Bob’s tone and approach with the back office staff he showed impatience, frustration, raised his voice and generally treated colleagues poorly. 

Here’s how the conversation between Bob and his manager played out: 

Manager:  “Bob, this is awkward to bring up but I wanted to talk to you about your behavior with the back office team.  And before I say much more I want to point out that the behavior I’ve seen and heard about isn’t in line with our “Where each relationship matters” value.
“I need for you to put just as much effort into building positive, productive and professional relationships with your colleagues much the same way as you’ve done with your customers”.

Bob:  “I was wondering if you were going to say something about that”.
Michael Shipman, VP, Talent and Organizational Development for Rockland Trust said, “The overarching value of “Where each relationship matters” is so well known that Bob’s response wasn’t surprising.  Why?  Because Bob knew his actions weren’t aligned with the bank’s values.  The intent of an organization’s value statement and competencies are intended to communicate “this is the type of place we are and here’s what we expect.”  Whether those things are really expected and enforced is hit or miss.  Bob’s response says he knew the expectation but was testing whether he was going to be held accountable.  

When someone in your organization is conducting himself or herself in a way that is behaviroally disruptive chances are that a number of your core competencies are being violated.  This can be powerful stuff when it comes to justifying and providing performance feedback. 

When is bad behavior ever ok?

I’m often asked by managers, “How should I respond when someone starts crying at work?”  From the manager’s perspective it’s really awkward when tears start flowing.  My answer is this:  “Has anyone here ever cried at work?”  Some people will admit to being the crier.  I admit that I’ve cried at work before.  And while it’s uncomfortable for the boss to be on the receiving end of an employee’s tears it’s utterly mortifying for the person who is doing the crying in front of their boss.  For me I was humilitating that I was unable to contain my emotions.  My point is this:  as difficult as it is to be on the receiving end of someone else’s tears it’s usually more embarrassing for the person who is doing the crying. So think about that the next time you’re confronted by someone else’s tears at work.  Have some sympathy and acknowledge that the person is upset.  I’m can see that you’re upset and I know it must be difficult for you to be in this position.  It’s ok if you want to reschedule this conversation.  It’s also ok if you want to continue talking.”  Give the person time to collect themselves.   It’s always a good idea to have tissue on hand to offer. 

How to Handle an Employee Who Denies Responsibility

There are times when information about what someone has said or done gets back to us via a third party.  We haven’t observed the event firsthand but we’re pretty sure it could have happened.  The conundrum is whether we have a conversation with the person in question or not.  We hesitate because in this scenario it would involve having to say where the information originated.  So we’d hear something like, “who said that”. 

Have you ever been given feedback that didn't seem to fit with your perception of your performance? What did you do about it? If you're like most people, you dismissed it. Why? Because that's one of the things we do. We take in information and try to make sense of it using our mental model, view or experience of the world. When we're told something that doesn’t match or fit with our mental model, we typically dismiss it as false.

Most Managers Don’t Volunteer Performance Feedback; You Have To Ask Tor It.

Most managers won’t address an issue even if it’s just something small for fear of how you might react.  So that means that most of us aren’t receiving information about what is working and what needs more attention.

There’s been a lot written about getting rid of the performance review.  I came across a Harvard Business Review Article titled “Ditch Performance Reviews?  How About Learn to do Them Well.  Only about one-percent of organizations have gotten rid of performance reviews.  So if 99% of organizations are sticking with the practice it makes sense to do a better job with reviews and make them mean something.