12 Principles For Successful Performance Management

For many years now we’ve been helping organizations develop and implement effective performance management systems. Here are ten principles that form the foundation of our approach. I welcome input to help us add to the list. I’ve you are interested in having us elaborate on what each of these principles mean for you or your workplace, feel free to contact me.

1.  Change “performance” to “success.”

2. Change activities to results.

3.  Set high standards and make your expectations for success clear.

4. Distinguish between “operational” and “leadership” accountabilities. Operational accountabilities are unique to your specific job. Leadership accountabilities belong to everyone: they are promises to live the espoused values.

5. Demands and support need to be kept in balance. Results have a much better chance of growing in the soil of trust.

6.  Communication should be so frequent that there are no surprises in the success review.

7.  Give corrective feedback early.

8. Without passion, accountability is drudgery; without accountability, passion is fantasy; passion with accountability is destiny.

9.  Negotiate consequences before you have to.

10. Stay positive in public and keep the negative in private.

11. Hire slowly; fire quickly.

12. Have a clear, explicit process for follow up.

Leadership, Renewal, and Being Present

It’s been a good summer so far. Usually I spend my down time taking on new projects, marketing, or writing. I like keeping myself busy and productive. But I resisted that this summer, and gave myself permission for some unproductive time. For the entire month of July, I just hung out with my family, got caught up on some reading, made time for friends, and visited my grandson. No expectations. No agenda. I also took time to just be present to the experience of life. I made room to enjoy some of the simple things of life I often neglect in a hectic travel schedule. I sat and actually listened to the sound of the creek in our back yard. I watched the finches build a nest outside my office window. I took in BodyWorlds with my seventeen-year-old daughter and pondered the absolute wonderment of the human body. I cheered on my 14 year-old’s two soccer teams. I listened to the wind and the rain. I watched an eagle teach her youngly to fly. And I took time to listen to the sound of silence. I took time to just be.

I feel rejuvenated and ready to gear up for a busy fall, determined to bring a deeper sense of presence to my work. My three-year-old grandson’s sense of awe and innocence inspired me to observe the world through a new set of lenses, and engage in it as if I were experiencing it for the first time.

As living organisms, we all need time for renewal. There is no better way for me to renew myself than to be present in the present, for this is my source of inspiration and discovery. I am truly excited about bringing a renewed perspective to my work this fall. One aspect of leadership and organizational culture I’m curious about is how being fully present to the experience of life in each moment impacts the leadership experience.

What are you doing to renew yourself by bringing yourself more fully into the present? What is your practice to come back to yourself? Not just during your holiday times, but also in the busy times.

Finding Balance And Health In Your Culture: Wisdom From A Yogi

Did you ever have a bad day where everything seemed to go wrong? Although our tendency is to blame something in our external environment, it is the state of mind that you bring to your work or your life that determines whether the day is “bad” or “good”. You can train your nervous system to be depressed or angry or pessimistic, just as you can train yourself to be hopeful, loving, and optimistic. That is, you can teach yourself to let life get you down or choose to use whatever life sends you to find a lesson that will move you forward.

The same is true with cultures. Have you ever been in an environment that is not as productive as it could be or living up to it’s potential? How often have you been in an organization where you found that there is far more talent, brainpower, wisdom, and resourcefulness than the job required or even allowed? Just as people can be ruled by emotions, cultures can take on an emotive “state,” because cultures are made up of people.

Culture is essentially an interplay of energy and yoga, the practice of moving into stillness and focusing your energy, can be instructive in understanding organizational culture. According to yoga there are three basic qualities or energies: rajas, tamas and sattva. Rajas is the energy of action, change and movement, while Tamasic energy is associated with a state of inactivity and inertia, heaviness and darkness. Sattva is light and uplifting and indicates a state of harmony and balance.

In order to find balance, we must start on a journey towards sattva We do need rajas and tamas energy, but in their proper proportion and at their proper time. If we didn’t have rajas we would not have energy to move towards sattva.  If we have only tamas, we become “lazy” and never get anything done. However, we all want more balance and harmony in our lives, both corporately and personally, so we must ingest more sattva both mentally and physically.

In Yoga, as in life, the greatest obstacle to our growth towards a state of sattva is the continuous fluctuations of our minds.  The mind is always busy and it can flow in two directions – upwards towards sattva or downwards towards negativity. Patanjali, a great yoga sage from 200 BC gives a simple method for turning to sattva. He says when negative thoughts are encountered we must immediately replace them with the opposite positive.  Simple, but not easy! This is a practice of the mind. It is hard work and takes practice!

This has many implications for corporate culture.  We must not entertain negative thinking.  Gossip, slanderous talk and negativity of any kind work to undermine a positive mental framework, and makes most of us ineffective and generally miserable. A first step, and something infinitely practical is to breathe. A simple practice of mindful, deep breathing can be performed in any office, anytime of the day, in any meeting, at any moment, and thankfully it can be instituted without scrutiny or negative consequence.

We all make a difference to the environments we live and work in. Having ways to connect with sattvic energy can be a way to positively impact those around you. A healthy, balanced culture starts with you.

Note: Thanks to Jeff Lichty, my Yoga teacher (www.ashtanga-yoga-victoria.com) for writing this article with me!

Baseball, Character, and Perspective

I love baseball. It parallels, in so many ways, the human experience. When umpire Jim Joyce missed a critical call at first base this past week that cost Detroit Tiger’s pitcher Armando Galarraga a perfect game, it renewed debate about video replays in baseball, whether umpires should be able to change after the fact, and about whether baseball commission Bud Selig should step in and fix the mis-call.

A no-hitter is important to a pitcher. A perfect game is so rare, it has happened only twenty times in 135 years of major league baseball. The oddity of this call is that there’s no dispute about it. The only argument is about the tradition of umpires not changing their minds. No one, but no one, would argue that Galarraga doesn’t deserve his perfect game. But this story ultimately goes way beyond baseball.

After the game, umpire Jim Joyce and Detroit Tiger’s pitcher Armando Galarraga met at the plate to shake hands, reminding us all about the real purpose of sport, about the virtues of sportsmanship and about human decency and civility.

Joyce apologized afterward, and after his team’s initial explosive anger, Galarraga’s post game comments and smile neutralized the situation. Even the crusty umpire teared up as the crowd applauded, “Everybody makes mistakes.”

Galarrga responded, “I’m sure he didn’t want to make that call… He felt really bad… When the other umpires were long gone to the showers, Jim was still sitting there saying, ‘I’m so sorry…’”

The experience reminds us to lighten up, maintain a sense of perspective, have more respect for each other, bring strength of character to everything we do, and be a little more patient in all our connections. We are all doing the best we can.

Authentic Success and the Wisdom of Youth

In my opinion, young people today are, for the most part, wiser than I was at their age. They’re wiser because they have observed the mistakes of their parents and the adults that have raised them and are determined to live life differently.

My daughter’s best friend, an amazing, authentic young woman, was valedictorian at her high school graduation this week. Here’s a couple of paragraphs from her speech:

“I think that sometimes people are too terrified of failure, and they let it stop them,” Janelle told her graduating class. “You are never a loser for trying. Never. To be honest, one of my favourite quotes comes from Little Miss Sunshine, of all places. When the grandpa is questioned on what a loser means, he says, ‘a real loser is someone who’s so afraid of not winning, they don’t even try.’”

“There’s a preconceived notion surrounding us,” Janelle continued, “that condemns one to be a loser simply for not being the best, or being imperfect. Please, never, ever let yourselves be degraded into believing this. I implore you all to have faith in  yourselves; have faith in your dreams; Our goals are unique and deserve respect; we shouldn’t let anyone make  us inferior for holding on to them. Success doesn’t lie in brilliance or being consistently perfect in all your endeavors. You’d never learn anything that way. Success is discovering, growing, breaking, fixing, and all things to do with uncertainty. Success holds holds a different definition for each person, and no definition is inferior to another. There are so many ways to be successful, and it’s something that each one of us is going to discover for ourselves…”

Thank you, Janelle, for the inspiration of your authentic presence, not just in this speech, but in the influence you have had in my life since you first connected  with our family fourteen years ago. I’m a better person for knowing you. May we all be a little more attuned to the wisdom of our amazing youth, that have so much to teach us about living authentically.

Granting Grace – A Key To Building An Engaged Culture

What if we could ask for what we need and want from each other? What if we could talk openly, in the spirit of good will and respect, about what would make us happy and loyal in our workplace? What if we could then negotiate what we can and can’t do to meet these needs? What would happen to our workplaces, our communities, and our families if we all practiced being a little more honest and direct with each other in a respectful way?

We can all learn to be more direct with each other, and it takes continual practice, but there’s something more. Farm Credit Canada, an organization that practices good culture, has taught me a very important concept around building strong culture. One of the key principles in their cultural practices and one they work at relentlessly, is the concept of granting grace in their interactions with each other. They hold each other accountable for creating a safe environment where people can speak up without fear of repercussion.

No long ago I spent three days with an amazing team at Farm Credit, and “grace” was a central part of our conversations. They work hard at talking straight in a responsible manner. They are committed to the success of others and hold each other accountable to not engage in “conspiracies” against people. They strive for patience with themselves and others but also respectfully acknowledge when they operate outside the expectations of grace. They don’t get it perfect, but they get it right.

This kind of commitment lends itself to learning to be open and direct with each other. I love the idea of “granting grace.” I also know that it’s an area I need to continually work on. I’m certainly not as graceful in my work and in my life as I could be, especially when under pressure or in the midst of demands and deadlines.

What does “granting grace” mean to you? How do you operate with “grace” in your workplace? What effect does “grace” have on engagement, commitment, and productivity?

Creating A Remarkable Culture: Learning To Lead Without A Title

Do you work in a culture that you would call “remarkable?” Are you depending on someone else to make it remarkable, or do you take ownership to create a remarkable culture in the area where you work and can influence?The title of this blog is the title of some of my most recent presentations and workshops. Here are some of the key messages I have been giving to organizations these days:

Building resilient, vibrant organizational cultures is about building leadership capacity at every level and in every position. I define leadership as the capacity of human beings to shape and create a new future by inspiring and engaging others. Leadership is what transforms mediocrity into greatness.

You don’t get promoted to leadership. Leadership is about presence, not position. It’s not a title; it’s a decision. Every person in your organization is a potential leader.

Growing and developing the leadership talent of every single person throughout your organization is your greatest competitive advantage in a turbulent economy.

Learning to lead without a title is the responsibility of every employee.

I love what Dr. Martin Luther King said about personal leadership:

“If a person is called to be a street sweeper, they should sweep streets as Michelangelo painted or Beethoven composed music, or Shakespeare poetry. They should sweep streets so well that all the hosts of heaven and earth will pause to say, ‘Here lived a great street sweeper who did their job well.’”

Even if you have a title, you have to learn to lead without one. One of my clients is very wise. Before he promotes someone into a leadership position, he assesses their leadership capacity by inviting them to work in a nonprofit organization (of their choice) for six months, to see how well they influence with no positional power. “If you can’t lead volunteers, you’ll never be able to lead with a title,” he proposes. Not a bad philosophy.

How do you help people in your organization – with or without positional power – develop their leadership capacity? I’d love to get your thoughts on this.

Protecting Your Talent – The New Challenge For Organizations

As the economy turns, how do you protect your talent asset? After eighteen months of layoffs, wage freezes, and increased workloads, employees are feeling tired and disheartened, ready to jump ship for better opportunities. According to a recent survey by Right Management Inc, six in ten employees intend to pursue new job opportunities somewhere else in 2010, and another 21 percent say “maybe” and are already networking toward it.

This is a time you have to be conscious of and commit to re-earning trust. Even your engaged workers are aware of opportunities elsewhere, and your best employees are mobile. People are always attracted by career development opportunities, attaining work/life balance, or working for a creative culture. If leadership doesn’t provide these things, then workers will seek them elsewhere. Although there is a sense of entitlement with these demands, the good news is that this pressure can push our organizations to be better places to work.

How are smart employers going to inspire workers to stay and be engaged?

By being in touch with employees. Here are a few ways to establish and rebuild trust.

1.       Pay attention to your top performers – those that you want to keep – and don’t take them for granted:

  • Provide meaningful work. Restate the organization’s vision and how the contribution of these leaders – regardless of their position – is connected to the overall organizational goals.
  • Seek their input on how they feel about their job, management, and the organization itself.
  • Find out what they need to move from being worried to being completely engaged. Listen carefully to their ideas for making this a better place.
  • Support them to determine their future goals and highest aspirations, what matters most to them, and provide action plans to help them reach those goals.
  • Help them take on responsibilities that are aligned with their talents and passion.
  • Recognize your key people. Make it a point to let them know how much they are valued and how much value they bring.

2.     Be transparent:

  • Share corporate and financial information at monthly meetings.
  • Have “up close and personal” sessions, giving staff company news and updates, and allow time to field questions on any topic, from the organization’s growth to their vacation plans.
  • Let people know where you stand and why decisions are being made and enlist their input.
  • Get your key employees involved in critical decisions and discussions wherever possible. Help them feel they are a part of something and are needed to succeed.

3.     Ramp up your commitment to mentoring, and ensure that people are getting the support they need to succeed, grow, and develop pride.

  • Expose your best employees to senior leadership through opportunities for mentoring.
  • Consider job rotations to give employees experience in other areas.
  • Allow high-potential workers to handle special projects or work on high-potential accounts. Support your best people to take risks.

4.     Reconsider rewards. If your company was forced to implement pay cuts or a wage freeze that you can’t afford to reinstate, find other ways to compensate staff: days off, flexible working hours, or even product discounts. Get to know what motivates individuals, and do what you can to show your commitment to them.

Remember that your best people are the ones that can always get a job anywhere, but if they trust you to have their best interests at heart, they will be committed to the organization. More than anything, people want to belong and contribute to something that is lasting. The payoff is that as you see signs of life in the economy, you will see signs of life in your employees. It is inspiring to have people wanting to step up rather than step out.

Granting Grace – A Key To Building A Good Culture

What if we could sit down and ask for what we need and want from each other? What if we could talk openly with each other, in the spirit of good will and respect, about what would make us happy and loyal in our workplace? What if we could then negotiate what we can do and what we can’t do to meet these needs? What would happen to our workplaces, our communities, and our families if we all practiced being a little more honest and direct with each other in a respectful way?

We can all learn to be more direct with each other, and it takes continual practice, but there’s something more. Farm Credit Canada, one of my clients and an organization that practices good culture, has taught me a very important concept around building strong culture. One of the key principles in their cultural practices and one which they work at relentlessly, is the concept of granting grace in their interactions with each other. They hold each other accountable for creating a safe environment where people can speak up without fear of repercussion.

I spent three days with one of their teams this week, and “grace” was a central part of our conversations. They work hard at talking straight in a responsible manner. They are committed to the success of others and hold each other accountable to not engage in “conspiracies” against people. They strive for patience with themselves and others but also respectfully acknowledge when they operate outside the expectations of grace. They don’t get it perfect, but they get it right.

This kind of commitment lends itself to learning to be open and direct with each other. I love the idea of “granting grace.” What does “granting grace” mean to you? How do you operate with “grace” in your workplace? What effect does “grace” have on engagement, commitment, and productivity?

Culture and Leadership – At Every Level

Last summer I made a clear intention to re-focus my work on organizational culture. It’s amazing what I have been learning since  then. I have been meeting some incredibly wise people who are doing life-changing work in their cultures. Not only am I working with and learning from some amazing executives about how to create aligned, engaged cultures in their companies, I’m also learning from school teachers how they build a culture in a classroom by engaging students. This week I worked with a group of entrepreneurs and we talked about building a culture in their teams by getting clear about everyone’s values, dreams, and goals, and aligning their business with each person’s strengths and talents.

Not only does culture reside within us as individuals, but it is also the hidden force that drives our behavior between us – both inside and outside our organizations. Each of the cultures we are part of – our families, our workplace, our communities, our churches – are part of us and impact us, just as we impact them. In every environment, whether we are aware of it or not, we function as “leaders” in that we not only reinforce and act as a part of the present culture, but actually are creating (consciously or unconsciously) the culture we live in. This interplay of culture creation demonstrates an interdependency between culture and leadership – at every level. It is, therefore, not enough that the CEO and top executive group  be concerned about and manage the “corporate culture.” Leaders at every level of the organization must recognize that they have a role in creating and evolving the subcultures in their parts of the organization. Deciding that you are creating the culture where you live and work – and therefore you are the one to step into healing it – is the ultimate act of accountability.

I’ve been receiving some wonderful emails about people’s experience of building a culture at any and every level. I’ve learned that culture begins to be strengthened when you get away from your computer and go where people are doing the work. Culture is about being in touch, listening, and really tuning in. I’d love to hear what culture means to you and what you do within your sphere of influence to build a culture.