Emotionally Intelligent Performance Management

The word “performance” is potentially quite contentious in the workplace. 

Although most might agree on what performance looks like as an output (achieving more, improved end results, increased contribution to the team, better customer feedback etc.), there are many alternative approaches to getting there. 

One issue is that when leaders talk about improving performance, there isn’t always a clear distribution of benefit – i.e. the leader is attempting to control or coerce a group to do something which benefits them individually.  This approach to coercing performance can work where there is an authority gradient, but it is rarely sustainable, sometimes counter-productive and often invites resentment or petulance in response.

Another common issue is that the leader frames performance according to their own bias – i.e. they only recognise high performance in areas they themselves excel. 

Want to sustainably improve performance in your team, your organisation (or yourself)?  Here are some tips to consider:

1. If you want to see change, first change yourself. If you aren’t role modelling high-performance behaviours, you may be perceived as hypocritical or inauthentic.  Do you and other leaders actively engage with your own professional development?
2. Develop a performance management system which is:
   • Nudgey – little and often
   • Timely – feedback given close to the performance
   • Collaborative – working together towards the same goals
   • Individualised – tailored for the recipient
   • Based on the concept of continual improvement
3. Be very clear on what the benefit to the individual is and how organisational and individual objectives align
4. Provide the resources which allow the individual to perform
5. Stop judging all performance with your own bias: recognise different ways individuals can contribute to the team and support them to express their strengths. Harness that wonderful cognitive diversity around the team.
6. Provide psychological safety
   • Replace judgement with curiosity
   • Replace blame with empathy
   • Practice positive regard for others
   • Introduce effective feedback mechanisms
7. Adopt directing, mentoring, coaching and delegating skills which support development
8. Distribute reward for performance fairly and provide meritocratic career pathways
9. Carefully consider pace. We may want to move up from walking pace to jogging pace, but a sprint cannot last.
10. Reduce waste. Performance is not just about kinetic activity: it should be focused on value-adding behaviours and positive impact to the end consumer of service or product. 

The single most important thing about managing performance is the switch between coercion and blame into collaboration and empathy.  Most people want to make a positive contribution at work – a good question to ask is: which factors might prevent them from doing this?

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References:

Performance Management | Factsheets | CIPD https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet

https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet

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This article was written solely by the identified authors and/or organisations. The views and opinions expressed are those of the authors and/or organisation – not those of the #HereForBusiness campaign or GC Business Growth Hub.