How Often Do You Do It?
Here are the full results from the survey:
Our poll illustrates that more than half of managers are having performance conversations with their direct reports less than once per quarter.
And, while 46% of organisations have performance conversations once a month or more, only 22% of businesses report having a continuous dialogue about performance.
Yet, it’s widely reported that having a continuous dialogue about performance improves...
With such compelling reasons, what’s stopping organisations from taking advantage of the benefits of continuous performance?
There are four key culprits:
In many organisations, the edict of the manager prevails and there is limited scope for challenge, curiosity and feedback from employees. This command and control model of leadership makes it very difficult for continuous dialogue about performance to flourish.
When organisations try to fit continuous performance management into their existing communication infrastructures they end up just replacing one formal system for another, rather than considering new ways in which to embed continuous dialogue into the day-to-day.
Some managers just don’t have the natural ability to engage positively in performance conversations and actively avoid them or cause more problems than they solve with their misguided attempts.
A common complaint is that managers lack the time to engage in non-essential activities and until managers realise that performance management is not just a nice-to-have it will always be the first thing to slip off the agenda.
So, what can you do to overcome these obstacles if you want to establish more of a continuous approach to performance management?
Build a Sustainable Coaching Culture
Building a sustainable coaching culture will give your managers the confidence to talk about performance in a collaborative and positive way. Consistently using coaching behaviours, can help managers to establish trust and build better relationships and encourage the type of shared learning that can transform the culture of the organisation.
Learn How to Have Performance Conversations On-The-Fly
Making your performance management conversations more regular, i.e. monthly meetings rather than annual meetings is a step in the right direction but it doesn’t address the inherent problems outlined above. Managers must learn how to have conversations ‘in the moment’, on-the-fly, without feeling confined by the 1-to-1 meeting room and all the preparation and trepidation that comes along with that.
Give Your Managers Operational Coaching™ Skills
By helping your managers to develop new Operational Coaching™ skills they will learn how to embed coaching behaviours into their day-to-day conversations. Using Operational Coaching™ helps managers to stop and think before they jump in feet first and tell people what to do. When the manager changes their behaviour and asks powerful questions and listens effectively they will be able to get the best possible results from their people.
Make Sure You’re Spending Time on the Right Things
Operational Coaching™ approach gives your managers a brand new way to enable people to contribute more, better, faster and with greater support. This change in management approach can actually relieve a lot of pressure on the manager and save them a lot of time because issues can be resolved at source, decisions can be made quickly, and people will feel more empowered to take action.
So, what do you think? Are you doing it enough?