How is performance-truth decided in your organisation?

Many of us work in roles where our performance cannot be represented by an objective measure that neatly sums us up, and yet many of our performance management systems demand we do just that.

A lot of what we do has a fuzzy impact, with ambiguous barely-detectable results; results that ripple over longer timelines than the yearly appraisal cycle. In some cases our impact might be negative in the short-term because we want to make a lasting change in the long-term: change curves go down before they go up.

This is especially true when learning new skills, because there are phases of incompetence you have to struggle through if you want to gain competence at something new.

Even without these complications it is difficult to judge the full range and quality of what our colleagues do. We might see them dealing with a difficult customer so skillfully that they make it look easy, so we under-value how much legwork they put in to achieve this level of performance and so we mentally tot it up as routine. Then we move on, only catching glimpses of other people because we’re busy with so much else, those glimpses being more memorable if they ping a bias (or heuristic) such as “confirmation” (it confirms what we thought anyway) or “effect” (we have an emotional response to it) – but these superficial glimpses don’t stop us jumping to subjective judgements and thinking we’re seeing the objective truth about someone’s performance.

If that so-called “performance truth” is decided by people “thinking fast” (Daniel Kahneman), and confirmed by hierarchy rather than expertise, then we’re in trouble.

To quote Ryan Holiday (from The Daily Stoic):

because our senses are often wrong, our emotions overly alarmed, our projections overly optimistic, we’re better off not rushing into conclusions about anything

And this doesn’t change when you get promoted.

Continue reading “How is performance-truth decided in your organisation?”

To create great workplaces you need great managers

This is a great article from HBR about creating great places to work – in my opinion, one of the most interesting challenges in the workplace for leaders and managers.

The list chimes with most research about motivation: people being engaged in meaningful work, being respected and allowed to focus on what they’re good at … that sort of thing (rather than things like pay, holiday entitlement, and the frequency with which the manager buys donuts on a Friday), but I think the article misses one key point: great managers.

This is implied, but I think needs to be explicit.

To deliver on the six factors they identify, you necessarily need great managers and leaders – but it works the other ways around too. Without great managers, this list becomes hollow, a list of stated ambitions that sound clichéd but don’t change anything – so yes, great list, very worthy, but start with the managers … get that right, and the rest will plop into place with the right guidance.

Continue reading “To create great workplaces you need great managers”