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The words performance and results are often misunderstood and misused.
Managers have to manage performance; however, it’s foolhardy to manage results; those reactives who believe it’s possible to manage that way become extremely adept at driving the corporate fire engine!
In tennis for example, 6-4, 6-4, 6-4 tells us the result but not the story of the match. Did the victor drop any service games during the match? For example, it is quite possible that the victor lost the first four games in each set! Perhaps it was a straightforward single break of service break in each of the 3 sets….the point is we don’t know without looking at the performance statistics for each set.
As all coaches will tell you, performance is the activity; hopefully the skilled activity that produces the results. Performance can be observed against standards or performance criteria to identify strengths and development areas. Armed with the where is our starting position clarity that comes from assessment against the standard criteria, you can target accurately and change and improve performance through focused coaching and training.
So, if your mission is to get focus on the work performances that will improve your organisation/team’s results, then you’re very welcome to our site; you’ve come to the right place; Performer 2020 can help you achieve the focus on performance that lies at the heart of your improvement objectives.
Performance Management – the 3 fundamentals:
- essentially, manager and team member need to agree the scope of the job – what’s the job’s purpose and accountabilities?
- next, both need to agree the work standard i.e. this is what good performance looks like!
- finally, managers need to be able to help their people address and close identified performance gaps.
Try this short exercise…..
select a manager and team member at random. Ask the team member to list the 5 most important things they do in their job. Next, ask the line manager the same question about the same job.
Compare the two lists. Our betting would give high odds that the lists will vary significantly.
It is interesting to ponder about what happens in such circumstances; at any rate, there isn’t the basis for the management of performance because:
- there’s no agreement about scope and accountabilities
- manager and team member do not have the same priorities and focus
- job descriptions notwithstanding, in our experience, managers and job holders are rarely sufficiently clear and agreed about job scope, accountabilities and performance standards!
- In such circumstances people waste time and resources on non-priorities and relationships deterioriate because of poor performance and delivery
- finally, managers and organisations operate in the domain of results, objectives, targets and goals; often, they do don’t easily understand how these goals and targets link or connect to performance and competencies.
As a result, focused training gap analysis and training design often fail to equip people to achieve better results through improved competency. Performance change is difficult to evaluate in such circumstances; therefore performance improvement is a very imprecise business – little better than a shot in the dark!
It doesn’t have to be like this – read on…to understand how Performer 2020 provides you with the means of addressing your performance management needs, precisely.
