By Jason Richmond, CEO and Chief Culture Officer at Ideal Outcomes, Inc.
In the NFL world, Bill Belichick is much admired for his coaching skills, having won a record six Super Bowls as head coach of the New England Patriots. He likely provides regular, detailed feedback to his team, but imagine if he only gave feedback to his key players once or twice a season. How well would the Patriots continue to perform?
Yet, in my experience as the founder of a culture-change consulting company, this is how many businesses manage performance among their team players. They set annual (and often meaningless) goals that are rarely revisited. I've also observed managers who do a poor job of giving feedback (and not just negative or constructive feedback). Unfortunately, I've seen many who struggle just as much with giving praise. Finally, they do not know how to develop employees, coaches, or course correct.
Rethinking how we manage performance is long overdue. So, let's start with the concept of "managing performance." I believe a simple shift in perspective to leading performance will lay the foundation for a more inspirational, motivational approach. Leading implies empowerment and autonomy. It means the manager is a coach and guide to team members, rather than a top-down boss.
I suggest you implement an OKR goal-setting methodology. OKR stands for objectives and key results, and the concept was first introduced in the 1970s by Andy Grove at Intel to give employees a very targeted focus. There are three critical components to OKR performance leadership systems: objectives, key results, and follow-up.
Yet, in my experience as the founder of a culture-change consulting company, this is how many businesses manage performance among their team players. They set annual (and often meaningless) goals that are rarely revisited. I've also observed managers who do a poor job of giving feedback (and not just negative or constructive feedback). Unfortunately, I've seen many who struggle just as much with giving praise. Finally, they do not know how to develop employees, coaches, or course correct.
Rethinking how we manage performance is long overdue. So, let's start with the concept of "managing performance." I believe a simple shift in perspective to leading performance will lay the foundation for a more inspirational, motivational approach. Leading implies empowerment and autonomy. It means the manager is a coach and guide to team members, rather than a top-down boss.
I suggest you implement an OKR goal-setting methodology. OKR stands for objectives and key results, and the concept was first introduced in the 1970s by Andy Grove at Intel to give employees a very targeted focus. There are three critical components to OKR performance leadership systems: objectives, key results, and follow-up.