Manage Your Performance—Step by Step

Q. I just met with my boss, who said I wasn’t managing the performance of my people the way I should. When I asked him what he meant by that, he said he didn’t have time to give me a course in it, and to do some reading, then come back to him with a plan. Where do I start? I thought I was doing fine. — Albert T.

A. You can start by not beating yourself up; your boss is part of the problem. He must have specifics in mind, and it’s unfair for him to respond the way he did. He should have told you exactly what he meant. Eventually you’ll have to meet with him and clarify his expectations, and confirm them back to him in writing—not just for the sake of clarity, but also for your own protection. And if you have the option, you might consider looking for another boss, because he sounds like the kind of boss who sets people up, then punishes them. He’s playing a “game” called “NIGYYSOB:” (Now I’ve got you, you son of a b----.)

All right, let’s play the next move: do what he says. Here are some key principles of

performance management that will give you a good foundation for understanding what it is. Further reading will help you fine-tune the techniques. Then go to your boss with an action plan to implement these behaviors, and work to get his agreement. (If you don’t get his support, he’ll probably set you up again: “Yes I know we talked, but that’s not what I meant or what we agreed to.”) Bingo—you lose again.

• The employee must understand

the performance standards and accept them. If not, you can’t control (manage) the performance, because interim coaching won’t do any good. Meet with the employee, talks things out, and get commitment to the standards.

• Just complying isn't enough;

that’s just accountability —the minimum expectation. To get commitment, the employee needs to accept—and commit to—solid behavior improvement. That means identifying issues; setting goals; developing action steps to achieve the goals; measuring results; changing future actions as needed to better meet the goals.

• A climate of confidence is crucial.

The employee must respect the your integrity and capability as a leader. You as the manager must respect the employees' integrity and have confidence in their ability to do the job. If either of these conditions isn’t present, there’s no possibility of performance management. You’re just playing tag and trying to get one up on each other.

• Get agreement on the relationship.

Both you and the employee respect each other’s role in the organization , and must agree on the goals of the relationship: the employee’s growth.

• An employee must feel approved as a person.

They must feel respected for their honesty, courage and ability, for example, and be firmly convinced that while you have to critique the performance, you fully support them. They must be convinced that they can count on you for support—even when things get tough.

• The supervisor must motivate

the employee to respond to the coaching. You do this with praise in a 4:1 ratio (praise to correction) in all your interactions with the employee.

• Employees must see a benefit

for themselves in the action or coaching suggested.

They’re naturally asking, “What’s in it for me?” If they can’t visualize improved results,a better working environment or more job satisfaction, for example, the performance management will fail. The employee must feel that the coaching will satisfy a personal need. He or she must be psychologically ready to accept it. Any learning that is simply imposed on someone won't last.

• Tackle the real problems,

not just their symptoms. Managing performance must get at “gut” issues—not just surface behaviors. It’s not enough to say, “You have to start being at work on time every day.” You have to help the employee realize the key issues that have caused the tardiness.

• Employees must take responsibility

for their own growth. They have to take an active part in the process. They must be able to accept responsibility for success or failure if either is a direct result of their actions. They must see the performance management process as a joint project that will diagnose the problems, consider alternate solutions, and develop workable ways of dealing with them.

• Follow up, and give feedback.

No learning has taken place unless the employee changes behavior, improves skills and accepts the new ideas. It’s your job to help him or her make this happen. Your feedback on the performance should be as quick and supportive as possible. Catch them doing something right—and praise them for it each time.