A Broader View of Performance Management

As we progress through the 2023 Performance Management cycle, I am inspired to share some of my thoughts on this annual cycle. I’m passionate about training and development because we never stop learning! 

Learning occurs both intentionally and inadvertently. Lest we forget, “The beautiful thing about learning is that no one can take it from you” (B.B. King). 

I am the Training and Development Officer for WORC and more recently have taken on the additional duties of manager. My role in the performance management cycle for our department has included systems (My-VISTA) training, assisting teams and individuals to set S.M.A.R.T. (specific, measurable, achievable, relevant, time-bound) goals, increasing awareness of cascading goals, and championing coaching and feedback skills. I have also been developing my personal insight into the various pain points and successes of the cycle for both the reviewer and reviewee. 

Listening 

When considering all these aspects, it is apparent that some of the more difficult ones to navigate are setting goals that align/cascade, as well as giving and receiving performance feedback, including having uncomfortable conversations about performance. These all have in common the need to have a two-way conversation. That means that just as much as I listen when you talk, I am given the opportunity to talk while you listen. 

Let’s break down listening, shall we? 

It counts as listening when you have internalised what is being said by the other person. Not just staying quiet while the other talks, but actively listening. 

Active listening “requires you to listen attentively to a speaker, understand what they’re saying, respond and reflect on what’s being said, and retain the information for later” (Leading Effectively Staff, 2023). 

Having defined and identified ‘active listening’ as a key skill, I hope to highlight how we can effectively employ it to deliver and accept performance-based feedback that encourages our growth and development throughout the annual cycle. Performance management, though daunting for both the reviewer and the reviewee, needs to be looked at as a development tool rather than just a measurement tool. I’ve seen firsthand that when the manager and the team member are both S.M.A.R.T., success blossoms. 

A growth opportunity 

We should also start observing the performance feedback process as a growth opportunity for both reviewer and reviewee. 

As a reviewer, you have the opportunity to coach and guide your team members to greatness. This will require you to talk/instruct less and listen more as you embrace having your team members independently contribute ideas as well as identify their own challenges and solutions. 

As a reviewee, you have the opportunity to listen, embrace identified areas for improvement, work toward achieving them, and be bold in speaking up and believing your point of view matters. 

The feedback process 

While training I have seen more effectiveness in the feedback process through broadened views, as highlighted in the below table. 

The reviewer 

As the reviewer, the feedback process is more effective if delivered with positive intent. 

Consider even the smallest detail, like your own demeanor being thrown off before the meeting or discussion, which could possibly alter the positive intent. 

Coaching a team member consists of asking probing questions that get the individual to reflect and identify solutions/ideas and resisting the urge to tell or suggest the already known answers. 

When considering how the team member will address areas for improvement, inquire about their limitations and ask for their suggestions because each and every one is different. Effective feedback from the reviewer should offer specific and clear examples, whether delivering positive or difficult (areas for improvement) feedback on performance. 

The person being reviewed 

As the reviewee, the feedback process is more effective if time is taken to reflect on the conversation. 

Approaching the feedback process with a ‘growth mindset’ means we seek to understand how we can grow and develop from both positive and difficult feedback. Aim to continue learning and developing our strengths and areas of challenge. 

Reviewee feedback is more effective when we engage in dialogue, ‘the two-way conversation’.  Sometimes that means going in prepared to speak, and sometimes it means needing additional time to reflect before you can respond or contribute. 

It can be difficult to navigate controlled emotions when receiving difficult feedback on poor performance or progress. You will most likely be upset about receiving such feedback but avoid explosive reactions. If you feel yourself heading in that direction, request to continue the conversation at a later time after a cool/calm down period.Accept though that you will still have to complete the feedback process and address what is being considered poor performance or progress. 

Acknowledging and owning challenges, whether in the form of errors, attitudes, or behaviors, takes courage. Remember, we all fall short at times and that doesn’t mean you’re a failure. Embrace the growth mindset and, together with your manager, come up with an improvement plan. Remember to make it S.M.A.R.T. because the ultimate goal is for everyone to benefit when we are performing at our best! 

Check out the Civil Service College’s Learning Corner for more on performance management. 

Reference 

Leading Effectively Staff (2023, February 02). How to use active listening skills to coach others. http://bitly.ws/S2md