One of the worst things about being alive is having to write performance objectives.
As soul-destroying chores go, it’s right up there with ironing and DIY, but without the benefit of getting an ironed shirt or a wonky shelf at the end of it. All you get for your efforts is an “objective” which is usually just something measurable that no one else wants to do.
Indeed, most people’s objectives are about as demotivating to deliver as they were to write.
It needn’t be like this.
One problem (among many) is trying to find good content for objectives – this is especially true in repetitive jobs and after many years of trying to think of new things to do. It’s hard to keep coming up with anything remotely interesting or relevant, year after year, and Objectives Fatigue is likely to set in.
Objectives Fatigue (n) – having no ideas left for content to include in performance objectives
If this happens, objectives are then seen as a pointless nuisance, failing to add value to either the organization, the individual or the customer.
This post sets out six different ideas for getting good content for performance objectives.
This post is about three things:
- The 1 most important thing about feedback
- The 2 types of feedback we can give
- The 3 steps in the BIF feedback model I made up the other day
And, as a special bonus feature, 2 particular situations where we can use a variation of the model.
I wrote this post because when delivering management training, the topic of feedback often comes up. To give a quick answer with some valuable advice, I cobbled together some feedback models and developed BIF. I hope you find it useful.
What is feedback?
Feedback is information about past performance.
It is not necessarily actionable, it may be negative or positive, could be subjective or objective, accurate or a load of old nonsense … but it’s all feedback.
Tribes: We Need You to Lead Us by Seth Godin
My rating: 3 of 5 stars
This book is a fast-paced high-energy onslaught of short choppy chapters that shout the argument that we are all members of tribes – groups of like-minded passionate people – and that tribes are where the energy and enthusiasm is.
Godin uses this concept as the basis for a discussion on game-changing leadership. It’s about how “heretics” can passionately and determinedly fight for what they believe in, and that if they are right, people will follow them. The point is not to seek people to lead, but to seek a disruptive idea and make it happen; the people will follow.
The Tao of Coaching: Boost Your Effectiveness at Work by Inspiring and Developing Those Around You by Max Landsberg
My rating: 3 of 5 stars
This little book is written in a narrative style, and is about a guy called Alex who learns how to successfully apply the principles of coaching as a business manager and departmental leader. At first Alex is a people-eater, a caricature of a driving high-D manager who rolls over people to get results. Thanks to some good advice from some surprisingly gracious and lovely colleagues, Alex is slowly transformed into a much more sophisticated manager and leader of people, and at the end of the book we wait atop tenterhooks to find out if he’s made it to the company top table (I won’t spoil this review by revealing that he does make it).
Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership by Ken Blanchard (Author) Patricia Zigarmi (Author) Drea Zigarmi (Author)
My rating: 4 of 5 stars
This is the first book in the One Minute Manager series I’ve read, and I haven’t yet decided if it’ll be the last. I am doubtful, not because of the substance of this slim volume, but because of its grating style.
It’s written like a story where the main character, an insufferably smug “One Minute Manager”, advises a wide-eyed “Entrepreneur” about management and leadership. The Entrepreneur is led around to meet members of the OMM’s top team, learning that our hero doesn’t treat everyone the same way. In fact, he goes out of his way to diagnose each individual’s development level (the situation), and then respond accordingly with the right mix of directive and supportive management (the leadership).