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Simple and Timely – Keys to More Effective Performance Management

As I wrote in my last article, the traditional annual performance review process is not working. Leaders and employees dread it. And there is little indication that the current model results in improved employee motivation or better business outcomes.

It’s time for a change. It’s time to make performance management a process, not just an event. It’s time to make it simple, timely, and meaningful – for both the employee and the organization.

Here are some examples of alternative approaches to the outdated annual review.

Adobe abolished the annual review several years ago in favor of more regular, informal “check-ins.” Managers and employees meet at the beginning of the year to mutually outline expectations for the year. This clarifies for both the manager and employee what the employee is being held accountable for. Managers have regularly scheduled one-on-ones with employees to provide feedback throughout the year. In addition, employees may also receive feedback from peers and other partners across the company.

Another process – Catalytic Coaching – uses 3 simple forms, 4 types of meetings, quarterly check-ins, and the leader as coach as the basis for leader/employee conversations that:

Identify employee strengths and development areas from both the employee and leader perspectives
Give the employee the opportunity to provide feedback to the leader
Facilitate a discussion of the employee’s career goals
Result in the employee’s personal development plan
Include follow up and coaching from the leader to support implementation of the development plan

A third approach is based on the traffic signal metaphor: stop, start, continue. These are one-to-one conversations or check-ins held throughout the year (or on-the-spot, as appropriate) to determine what the employee should stop doing, start doing or continue doing to improve performance, advance development, achieve career goals, etc.

These are just a few examples of different approaches to performance management. Whatever approach you ultimately decide to use, the following features are key:

Giving regular, timely, specific feedback. If there are performance issues, address those issues “in the moment.”
Recognizing strengths rather than just focusing on weaknesses. Give employees opportunities to build on their strengths and develop in the areas where they are not as strong, relative to the needs of the organization and their own career goals.
Adopting a coaching mindset. Feedback should be a development tool, not a report card. Make the process forward-looking rather than backward looking. Train all managers to be coaches rather than evaluators.
Asking for their feedback. Create an environment where employees seek feedback and view it as a growth opportunity. Do this by setting the example. Ask for their feedback – “What can I do better?” “How can I help you?” – and then act on it, as appropriate.
Having the career conversation. Show interest in your employees and their aspirations by having a career conversation. You may find that they have under-utilized skills or interests that you could leverage elsewhere in the company or call upon for a new project or business opportunity. The career path doesn’t necessarily have to be vertical; especially in smaller companies, providing cross-functional experience can be beneficial to both employees and the organization.

Have you taken a hard look at your performance review process lately? Are you giving your employees feedback only once a year or (worse) not at all?

Employees need to feel challenged and recognized. If you’ve been doing the same old, same old, when it comes to your performance review process, I highly recommend that you consider “disrupting the process” to create a feedback strategy that is simpler, more real time, and more effective.

If you are ready to review and change your performance management process, I’d love to work with you. Please contact me at michelle@connecttohr.com.

Acting on Feedback is Key to Leadership Development

In my last blog I shared the benefits that a 360 Review Process can provide for leaders and their organizations. Leaders become more self-aware and identify areas for development, and organizations have a development roadmap to strengthen their leaders’ effectiveness.

This time I’d like to talk a little more specifically about the process, the resulting report and some examples of the insight the process provides.

I typically interview between seven and ten stakeholders including the subject’s immediate leader and others they identify. All stakeholders are asked the same questions which inquire about things like the person’s strengths, their leadership qualities, how effectively they communicate, key areas for development, biggest risk for derailment, etc.

I then consolidate and summarize the responses (keeping them anonymous) to identify:

Strengths
Blindspots/Possible Derailment Behaviors, and
Development Recommendations

The 360 report includes a narrative of the consolidated responses, themes identified, a chart indicating how they scored in various leadership competencies (including self-scoring), and development recommendations.

When the report is complete, I meet with the leader and with their immediate leader (individually) to review the feedback and talk about next steps. I think it’s important to note that the 360 Review is not a “report card,” but a development tool. It’s designed to provide the leader with a better picture of how he or she “shows up” in the workplace and illuminate a path to becoming a more effective leader.

What’s important is that the leader is willing to hear, acknowledge and act on the 360 feedback.

Since effective communication is such an important leadership competency, and so many issues can be attributed to the lack of it, it’s probably the most frequently identified “area for improvement.” An example is the blindspot a leader had around creating an environment that encouraged two-way communication. Stakeholders indicated that they didn’t feel “heard” when they offered feedback or expressed their ideas. Another example is a leader who didn’t realize that because of the words he used and his manner of speaking he was perceived as having an unconscious bias. In both these cases, once the leader became self-aware of the pattern indicated by the feedback, they wanted to know how to correct the behavior.

And that brings me to the next step in the process. Acting on the feedback. On the final page of the report I provide a list of development opportunities with specific behaviors that can be improved in each area to become a more effective leader. And this often leads to a conversation about coaching.

If you are interested finding out more about the 360 process for a leader in your organization or about my executive coaching service, please reach out to me at michelle@connecttohr.com.

Lead the Way to Diversity and Inclusion

Numerous studies have shown that organizations who are proactive about diversity and inclusion perform significantly better than those who are not. A Harvard Business Review study showed that companies with higher than average diversity had 19% higher revenues in innovation. A McKinsey & Company study found that organizations with gender-diverse executive teams are 21% more likely to outperform others in profitability. And 43% of companies with diverse boards of directors show higher profits.

In addition to better financial performance, companies with a culture of diversity and inclusion have higher employee engagement and attract more talent. According to Glassdoor, 67% of job seekers consider workplace diversity an important factor when considering employment opportunities.

And yet, Silicon Valley is still struggling to diversify its workforce. Despite a variety of programs to increase diversity, data in a recent Morning Consult article indicated that at Facebook, Twitter and Google less than 6% of employees are Hispanic and less than 5% are African-American. Likewise, their executive teams and boards are made up predominantly of White men.

So, what does it take for companies to be more reflective of our increasingly diverse society and to create more opportunities for diverse candidates at the top? It takes leaders who show the way.

One such leader is Alexis Ohanian, co-founder of Reddit, who announced recently that he’s stepping down from the Reddit board and urging Reddit to fill his seat with a Black candidate. He said on his Instagram site, “I believe resignation can actually be an act of leadership from people in power right now.” Ohanian also pledged $1M to Colin Kaepernick’s Know Your Rights Camp. Hear more of what Ohanian has to say about leading the way to increased diversity and inclusion both in hi-tech and in venture funding in this Instagram video interview.

If you need help in incorporating diversity into your hiring practices and/or culture, please contact me at michelle@connecttohr.com.

Performance Management is a Process, NOT an Event

Despite the fact that leaders and employees alike dread the annual performance review, a 2018 survey by research firm WorldatWork found that 80% of companies still use a formal performance review process.

Employees need to know how they’re doing. And they shouldn’t have to wait to some future date to get that feedback. No news is NOT good news when it comes to keeping employees engaged (by acknowledging their accomplishments) and keeping your team and organization on track (by addressing performance issues). A review meeting once a year is not effective. In fact, research shows that annual employee reviews have minimal if any effect on individual or organizational performance.

So what’s the alternative?

Make performance management a process not just an event. Give employees regular, timely feedback. Be specific. Acknowledge their accomplishments and share how their performance positively impacted the team and/or organization. Discuss any issues “in the moment” to help reestablish expectations and initiate the improvement process sooner rather than later. If you allow a performance issue to continue without bringing it to the employee’s attention, he or she may not even realize it’s a problem.

Adopt a coaching mindset. Feedback shouldn’t be a report card, but rather a development tool. Help your employees build on their strengths and develop in the areas where they are not as strong – relative to the needs of the organization – today and tomorrow – and to their own career goals. When there’s an issue, ask good questions to determine the root cause – is it an ability issue? A training issue? An attitude issue? Then mutually decide the appropriate solution.

Ask for their feedback. Create an environment where employees seek feedback and view it as a growth opportunity. Do this by setting the example. Ask for their feedback – “What can I do better?” “How can I help you?” – and then act on it, as appropriate.

Effective leaders work on helping their employees develop and grow, and also work on growing themselves in all the skills and competencies they need to successfully lead their teams and organizations. This takes focus. Daniel Goleman, author and psychologist, says that leaders need three kinds of focus: Inner Focus – the ability to monitor your own thoughts, feelings and emotions; Other Focus – the ability to empathize with others; and Outer Focus – the ability to understand larger forces or systems.

Tune in next time when we’ll look at how you incorporate these three focus areas into your performance management conversations.

Use It or Lose It

Still have dollars left to spend in your Human Resources budget this year? This is the perfect time to invest those dollars in the needs or challenges that are still on your TO DO list.

Do you need help with…

An experienced executive who is struggling as a leader and needs coaching and guidance?
A recently-promoted manager who needs support and guidance as they transition
to leadership?
Someone new to HR who needs to be quickly brought up to speed?
That innovative, highly impactful HR program you haven’t had time to implement?

Whatever the challenge, Connect to HR is here to help! We’ve achieved outstanding results for companies facing these same situations.

Contact Michelle at michelle@connecttohr.com TODAY to schedule a FREE consultation.

What Our Clients Are Saying About Connect to HR

“Michelle’s approach, ideas and fostering of my own insights pushed me forward as a boss, helped our organization and was quite meaningful to me.” – Jake L., CEO of Intact U.S.

“Michelle is a leadership development professional who looks at the total organization, the individuals and the current dynamics to align the best possible scenarios for the Executive, and for the vision of the governing board.” – Lisa C., Former Executive Director, SCA

“Before we started working with Michelle, we had looked at HR platforms, but Michelle was a live person with experience and knowledge, who could share examples with us, versus us interacting with a computer screen. She’s a great sounding board as different situations come up. Thanks to Michelle, I’ve gained confidence in what I’m doing and how I handle situations. I also know that as new issues come up I can reach out to her for advice. She’s accessible and easy to work with.” – Marci H., HR Manager of IDW Publishing

“As a trained chef and business owner with no HR experience, I had to learn HR on the job. Michelle was a great teacher in that she walked me through things step by step. She was thorough and comprehensive, yet kept it simple: here’s your issue, here are some scenarios, here are the rules. She didn’t throw a lot of legal language at me.” – Lourine W., Owner (Left Coast Catering)

A Culture of Empathy Starts at the Top

Research shows that companies who demonstrate they care – about their employees, about their customers, about their community – significantly outperform their less-caring peers. People want to work there. Customers want to buy there. And they all want to tell their friends.

So what’s the magic formula? Building personal connections and developing strong and enduring relationships. When leaders connect with their employees by showing empathy, listening to them, recognizing the value they provide to the organization, and providing growth opportunities, those employees are more likely to care about their work, their customers and the business.

One example of a company that understands the importance of building connections is Zappos. They provide 24/7 customer service – by phone. Zappos encourages phone calls because they enable in-depth conversations with customers and a better opportunity to create personal connections. A June 2017 Forbes article described Zappos’ model this way: “When that one call comes in, Zappos will do anything to make sure it’s an engaging and personable experience for the customer, in the hope that a single great phone interaction will serve as a proxy in the customer’s mind for the overall personality of this company.”

Making personal connections and building relationships have traditionally been relegated to the “soft” side of business skills. But as described in a recent article in Chief Learning Officer Magazine, there’s “hard” science evidence indicating that “our brains are wired to be social” and that we can leverage that information to learn how to create personal connections and build lasting relationships.

According to the article, KPMG partnered with the head of the Wharton Neuroscience Initiative at the University of Pennsylvania to evaluate the strength of their relationships with clients and within the organization. One of the outcomes was “an instructional program on applying practical insights from neuroscience to build trusted relationships.”

Some of those insights were:

Initiating a relationship. The brain seeks social cues – “the real-time behaviors that display connection.” When you first meet someone, make eye contact. Smile, and pay close attention to them. Listen. “Failing to look and listen reduces information flow into the social brain, limiting the potential for building connections, establishing trust and working together.”

Engaging emotionally. Don’t jump into a business conversation. Engage in a conversation to get to know the other person better. Adapt your communication style to theirs – for example, if they’re soft spoken and you tend to be loud, lower you voice. Build rapport by finding things in common.

Engaging cognitively. This is where empathy plays a big part. Ask about and listen to their perspective. Try to see things from their vantage point. “Activating perspective-taking engages the social brain, which enhances your ability to develop understanding, and helps to achieve common goals.”

A culture that fosters strong, trusting relationships – both internally and externally – begins at the top.

As the old adage says, “If you take care of your people, your people will take care of the business.”

Empathy: An Essential Skill for Leaders

Over the past few months I’ve been talking about the skills required to be an effective leader. So far I’ve talked about listening, self-awareness and conversational intelligence. Another skill that is being increasingly recognized as an essential leadership skill is empathy. Although we’re not seeing it demonstrated much on the national stage, empathy has been called THE skill for the 21^st Century.

A recent Forbes article describes empathy as “the ability to understand, recognize and appreciate the way others are feeling, even if it is different from what you are feeling.” A more visual description is from the book To Kill A Mockingbird, when Atticus Finch says, “You never really understand a person until you consider things from his point of view – until you climb into his skin and walk around in it.”

Learning to understand others’ point of view – to figure out “where they’re coming from” – has myriad benefits in the workplace and in life in general. It improves interpersonal relationships, teamwork, negotiations, collaboration, sales, customer service, even parenting!

And empathy (which is one of the components of emotional intelligence) can be learned, according to a study conducted by Cambridge University. In the largest study ever conducted to determine whether the ability to show empathy is based on genetics, results showed that the ability to do so is only 10% genetic. So…90% of the time empathy can be learned.

It requires practice. So how do you do it? International Executive Coach Dr. Melinda Fouts has developed an Empathy Self Audit to help “assess your empathy and do some self-reflection.” Here are a few of the questions in her self-audit:

Are you aware of how others are feeling? Or are you oblivious?
Do you try to avoid hurting the feelings of others?
Do you respect the way others feel, or do you put them down or tease them?
Do you care about the feelings of others?
Does the display of strong emotions bother you, or do you understand and appreciate what they are experiencing?
Are there times you are not sensitive to someone’s feelings? If so, why?
Can you reflect back what you heard the person saying using the same adjectives that the person used to express their emotions?

Spend some time thinking about these questions. What stands out to you? Do your mounting responsibilities, deadlines, or stress get in the way of your being sensitive toward others’ thoughts and feelings? If so, take a step back and think about how you can practice empathy. As a leader in the 21^st Century, it’s a key gateway to your personal and career success.

Next time I’ll share some examples of how integrating empathy into the culture leads to organizational success.

Building Trust Through “Conversational Intelligence”

As leaders, we each have multiple conversations throughout our day. A one-on-one with an employee. A strategy meeting with our team. A performance issue discussion with HR. A budget update with our own leader. And so on.

We typically enter these conversations with a preset notion of how they’ll turn out. Or how we want them to turn out. Yet how often does that preset notion – assumption – go out the window once the conversation gets underway? What we wanted or expected – our intention – does not match the other person’s intention and communication breaks down.

How does that happen?

In her book, Conversational Intelligence, Judith E. Glaser, organizational anthropologist and Founder and CEO of CreatingWE, explains it:

“Breakdowns happen when you and I think we are talking to each other, but we are really talking past each other. We are so engrossed in what we have to say that we don’t realize we are carrying on our own monologues, not dialogues. When we are conversationally blind, our conversations often go off track because we see the world from our own perspective and not from the other person’s.”

One of the most important steps in becoming an effective leader is to develop trusting relationships – with your individual employees, with your team, with your peers, and with your own leadership. Developing that trust comes partly from your actions – doing what you say you’re going to do – and partly from how you communicate with others, or as Glaser calls it, your “Conversational Intelligence.”

“Conversations are multidimensional, not linear,” Glaser says. “What we think, what we say, what we mean, what others hear, and how we feel about it afterward are the key dimensions behind Conversational Intelligence. Though conversations are not simply “ask and tell” levels of discourse, we often treat them as though they are.”

Conversational Intelligence is an organization’s ability to communicate in ways that create a shared concept of reality. “It’s about closing the gaps between your reality and mine. As such, it can yield improved business results and create a framework for enhancing relationships and partnerships, releasing new energy for growth and transformation.”

So how do we develop and improve our Conversational Intelligence?

Glaser says that the first step is creating a healthy, trusting environment. “When intentions are set on bridging our realities, being open and transparent, focusing on respect and relationships before tasks, listening to understand, discovering shared success and consistently working to narrow the reality gaps, we are exercising our conversational muscles. When we do that, we are much more likely to achieve organizational goals and perhaps our personal ones as well.”

“The single biggest problem with communication is the illusion that it has taken place.” – George Bernard Shaw

Are You Listening? Really Listening?

We hear a lot about leaders who are great speakers. Who can inspire through their words, capture the attention of a large audience, or engage others through a compelling story. But another leadership skill that is just as important – if not more so – is the ability to listen. Leaders who demonstrate to their employees and their teams that they listen – really listen – build trust, promote engagement, and inspire loyalty.

Studies show that we spend about 80% of our waking hours communicating in one form or another. This breaks down to about 9% writing, 16% reading, 30% speaking and 45% listening. You’d think, given that in theory we spend almost half of our communication time listening, we’d all be better at it. But here’s the thing. Are we really listening?

Stephen Covey famously said, “Most people do not listen with the intent to understand; they listen with the intent to reply.”

Think about the last time you were in a one-on-one meeting with an employee. Maybe they were seeking your advice about an issue – a deadline that was likely to slip or a customer complaint – how much time did you spend listening to their description of the issue before you gave them a solution? Did you ask probing questions (and listen to the answers) to ensure you (and they) fully understood the impact of the issue? Did you ask for their ideas on solving the issue (growth opportunity!)? Did you ask, “what do you think we should do?”

Turning this I’ve-got-a-problem-and-need-a-solution meeting into more of a conversation by asking questions and listening to the answers is a great way to invite a deeper dialogue that may result in new ideas and insight. Plus, employees feel valued when they’re listened to. And when employees feel valued they’re more likely to be engaged and loyal.

In her book, Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results, Judith Glaser discusses the importance of leaders developing their “conversational intelligence” by

Listening more than talking (75% listening, 25% speaking)
Asking probing questions
Choosing positive, more expressive words
Paying attention to non-verbal behaviors
Being humble and approachable

Here are some additional tips that will help you be a better listener.

Eliminate distractions. Close your computer and put away your phone.
Focus on the speaker. Turn off your mental to do list.
Don’t interrupt. It’s rude.
Withhold judgment. Let the speaker finish. Ask for clarification if needed before responding.
Pay attention to what’s not being said. Their body language, facial expressions.

“One of the most sincere forms of respect is actually listening to what another has to say.” – Bryant McGill

Becoming the Leader You Want (and Need) to Be

As I discussed in my last blog, working with an executive coach can help you prepare for a transition, work through a specific issue, and/or overcome a derailing behavior. Coaching can also help you develop in place to become the leader you want (and need) to be. But where do you begin? What are the essential skills needed to be an effective leader today?

If you look at the myriad lists of “top” skills and competencies for leaders (and there are many of them!) there are several skills that consistently bubble to the top: strategic thinking, effective communication, interpersonal skills, a desire to develop others. These are some of the traditional skills that make an effective leader. But there are some additional skills that have become increasingly important over the past few years as we look at a new way of working in the 21^st century. Skills like emotional intelligence, self-awareness, and collaboration. Keeping skills up to date for today and into the future is another benefit of working with an executive coach.

There was a time when “emotions” did not enter into workplace conversations, at least not in a positive way. Leaders managed actions, not emotions. Today, however, emotional intelligence, or EQ – the ability to recognize and manage your own emotions as well as those of others – is seen as perhaps the most essential skill to succeed as a leader.

In an article in Entrepreneur, Mariah Deleon, Glassdoor Vice President of People said, “Just as it’s important to seek new hires with emotional intelligence, it’s vital for managers and other business leaders to operate in emotionally intelligent ways to meet the needs of today’s workers. Investing in EQ has brought our company more engaged, committed employees, and we’ll continue to put a premium on this effort moving forward.”

One of the elements of emotional intelligence is self-awareness. Leaders who are self-aware, who know their strengths and are willing to admit the areas where they need development, tend to have stronger, more trusting relationships with their teams and colleagues. As an objective third party, an executive coach can help you gain insight to your strengths and development areas through tools such as a 360 assessment, and then help you create a plan to leverage strengths and address any gaps.

Often when we talk about leadership and communication, the focus is on the leader as a provider of information – vision, goals, feedback, updates, solutions – and how frequently and forthrightly that information is provided. But communicating effectively as a leader is more than just giving information. It’s about listening to your employees and conveying that you heard and understood. It’s about ensuring that your tone and body language are in sync with your words.

Dr. Albert Mehrabian, Professor Emeritus of Psychology at UCLA, said that there are three elements in face-to-face communication: words, tone of voice, and nonverbal behavior (body language, facial expressions). Each of these elements has weight in the way a spoken message is interpreted by the “receiver” of the message, especially when the communication involves attitudes or feelings (like/dislike). According to Mehrabian, the receiver interprets the message based 7% on the actual words, 38% on the tone or way the words are said, and 55% on the facial expressions or body language. So in the example of a leader saying to an employee “I don’t have a problem with you,” while standing with their arms crossed, avoiding eye contact and looking anxious, chances are the employee is going to believe what the body language says over what the words are. Learning how to align words, tone and body language is one of the finer points of communication that can help you become a more effective leader.

Another skill that an executive coach can help with is executive presence. I’ve found this to be especially helpful for leaders I’ve worked with who have been promoted from within the organization, perhaps even leading a team of people who used to be their peers. Learning to influence the way others perceive you, building confidence in how you command a room, making a strong first impression are all important aspects of executive presence.

If you need help developing in any of these or other areas to be a more effective leader, please contact me for a free consultation.