The Way Forward: Transforming Performance Management, Part 4

NUGGET : Performance management? Start over with these strategies! It’s time to stop patching legacy performance management* practices. (See “Performance Management: It’s Time for Something New,” “Why it is So Hard to Make Changes,” and “More About Why It is So Hard To Make Changes,” for reasons.) It’s time to move in a new direction with a designer’s mind and a lot of tenacity. Here are the first four of eight recommendations that can launch a new era in how we align people and work (manage performance). In the new scenario leaders and team members take primary responsibility for the management processes and HR helps to prepare the culture, processes,… Read More

Continue Reading

More About Why It Is So Hard to Make REAL Changes: Transforming Performance Management, Part 3

NUGGET : Power traps, defaulting to HR, and some inherent useful qualities in traditional performance management keep us from moving to a better way of aligning people and work. In my first article in this series about Performance Management, I started to build a case for changing the way work performance is “managed.” In the last article, I suggested three big reasons why it is so difficult to make real breakthroughs. I put some of the failure to change at the feet of 1) boss-subordinate mindsets, 2) the tenacious top-down view of workflows, and 3) faulty views of control. I’d like to add three more reasons to the list and… Read More

Continue Reading

Why It Is So Hard to Make REAL Changes: Transforming Performance Management, Part 2

NUGGET : Boss-Subordinate thinking, a top down view of work flows, and faulty assumptions about control are three big barriers to breakthroughs in performance management. My last post argued that it’s time to stop patching the old performance management forms and systems. It’s time to design something new — something far more powerful for business and energizing for everyone. Yet, we keep cycling through the same approach with different forms and terminology. In this and the next article, I want to focus on WHY it is hard to change. Then, in the 4th article, I’ll suggest some alternatives. Boss-subordinate thinking. It’s the job of people in formal leadership roles to… Read More

Continue Reading