Hottie Rating... You're a 10!!

Ok, not really "hottie rating," but you're reading, so my word choice didn't kill you.

Performance Review Ratings. I get this all the time... 5 point scale? 10-point? How about 100 (yes, I've seen these).

This question is asked daily, it seems, by companies everywhere.

First, understand that the emphasis is on performance management, not performance reviews. The difference is staggering. So, here goes. What are the best ratings?

3 is best, 5 is ok, any more than that is simply subterfuge.

First, some realities:

1. There are really only three performance results: (a) Below expectations, (b) Meets expectations, and (c) Exceeds expectations. All else are provided for comfort, not accuracy.
2. The ratings aren't the key, so don't spend an inordinate amount of time here. Performance management, conversations, dialog, and setting expectations ARE keys, so there's the real focus.
3. Performance management is a relatively simple process. We complicate it (perhaps somewhat necessarily) with performance reviews, so minimize those complications as much as possible. Simple is always better.

Help managers learn how to manage performance first; reviews, then, merely memorialize performance conversations. They are the END of the process, not the beginning.

But that's just me.

KB

Kevin Berchelmann
http://www.triangleperformance.com/

Creating and Maintaining Culture

Speaking with a potential client, she asked about the process to "rebuild" their culture. The ensuing chat was interesting (I would call it "great!," but the client hasn't signed on yet...!)

First, culture isn't actually "rebuilt." It exists -- in complete form -- in every organization.

You may not LIKE the culture, may want to CHANGE the culture, but remember: It's a change management effort, and has all the corresponding efforts and challenges of any organizational change process.

A specific culture can START anywhere within an organization, though it can only really be DRIVEN by the top. The top controls processes, most motivations, environments, and sets values and acceptable behavior.

To change culture, all levers must be congruent... policies must match behaviors; values must be supported by procedures and accepted norms; compensation must match desired behaviors, actions, and results.

They've all got to work together, and when changing a culture (vs. maintaining), you really can't afford even small inconsistencies.Without over-stressing my keyboarding skills, desired culture change will never take place via "programs" or other isolated events.

It's gotta be the whole enchilada. It must have complete support of the senior-most staff, and necessarily reinforced (in part) via performance management.

In other words, yes Virginia, it's a big deal...

But that's just me.

KB

Kevin Berchelmann
http://www.triangleperformance.com/

You've got a bad attitude...

...yeah?? Well, you're ugly.

There. We're all even now.

Here's my issue -- attitude, morale, thoughts... none really matter in our workplaces.

Sure, we'd love for everyone to have our version of a good attitude. Yes, I can certainly support "good" morale (whatever the heck that is), and of course, I'd prefer everyone thought like me.

None of these, however, really matter. What matters, of course, is observable behavior. It's the only thing we can really see, act on, and manage to.

Tell someone they have a "bad attitude." What happens? They close up and get defensive. "No, I don't," is the typical reply. Now where are we? No closer to where we want to be, only now the employee is defensive.

Focus on observable behavior.

"John, every time I say 'Good Morning' to you, you tell me to jump in a lake." Now THAT'S observable.

"Pat, I've noticed you never delegate work to Jamar over there. Why?" Observable also.

Get to the substance -- to the part where we can take action to manage, correct, and/or modify.

Stay focused on things we can see, touch and feel... otherwise, your attitude may be showing.

But that's just me...

KB

Kevin Berchelmann
http://www.triangleperformance.com/