When we talk about “performance,” our minds automatically go to “how to we improve performance.” It’s always on the mind of every leader or manager that has a team under them. We think by coming up with ways of improving performance that it will translate into happier and more productive sub-ordinates. For the majority of individuals, this is true – however, it’s the steps and processes that most people use that end up not working or even back-firing.
Think about it…
We “measure” performance. How well or how bad an individual performs at their job is evaluated by a set of pre-determined factors. We “rate” them based on these factors as a result of our perception of how they are conducting themselves. We will talk about specifics that apply to their assigned job, segments that they are “required” to excel at in order to maintain their job. Then we also rate them on: communication, problem-solving, loyalty, etc. Its like we have some version of the “ideal employee” that we use these evaluations to compare them to or try to mold them into.
Why Performance Reviews suck…
There is a lot of talk about doing away with performance reviews for a variety of reasons. I personally don’t think we should, but that we should look at re-evaluating how we use them and definitely increasing them from only once a year tied in with a person’s raise. It is nearly impossible to accurately rate someone based on a year’s worth of performance only once a year…I mean, who really remembers all the details? If you do something wrong, its probably been brought up already during a disciplinary discussion. This is why even employees don’t value a performance review. The only reason why they push to get one is because of the expectation that a raise will be forthcoming as well.
Most managers don’t want to be bothered with a performance review: “takes too much time,” “I don’t know what to write” or even “if they just do their job, then why do I need to go over it.” The whole concept of assigning future goals and milestones to help an employee improve or excel is lost on most managers. When they are told to do them, they just want to get through them as quick as possible.
How We Motivate…
Sit back and look at your workplace and even how you conduct yourself. How do you – whether you are a manager or not – motivate others? Are you being positive in your approach or adding to the negative? Do you put an employee’s job on notice if they aren’t performing to your expectations?
The #1 way managers “think” they are motivating their employees: Give them a task above or outside their scope of duties and tell them you want to see what they can do with it. And here’s the problem with that – your “motivation” is attaching an expectation which, in turn, attaches an expectation from the individual on what you will do in return. That’s not motivating – that’s haggling.
What Inspires You?…
Call it “new-age” talk if you want but have you noticed at up-swing in articles and phrases like: “what inspires you,” “focus on your passion” and even “pursue your dreams.” Its all over the place as people are getting away from the robotic feeling of going to work and doing the same thing day in and day out. One takeaway from the 2008 market crash is that more and more people are focusing less on the almighty paycheck and more on creating a happy life for themselves.
When I used to volunteer with a youth group, my role was not to motivate them to become better people but to inspire them to test their own limits and find what really grabs their interest. Yes, I would give them guidelines and goals but I also let them spread their wings and bring me new ideas or try different things. I was more the net to catch them along their way. I watched teenagers who were once wall-flowers that, after I pushed them a little outside their comfort zone, blossomed into passionate public speakers that then went on to do the same for the new members coming on aboard.
Inspire To Perform…
Companies can’t depend on loyalty anymore to keep their employees nor can they think throwing money at them will make them stay. You are also creating limits to what you employees can dream or create when you pigeon-hole them into a set of expectations or standards to follow. If you really want to improve performance, take the leash off and focus on encouraging them to share their thoughts and creations. You may find new methods they offer benefit the company even more and you will finally see that “spark” in their eye where its not just a job anymore, its their passion…and they will WANT to succeed.
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