One of the most common refrains I hear from new managers is some version of the following: “I was hired into this position because I’m good at the technical skills of my job, but now that I’m in leadership, most of what I’m asked to do is people leadership. That is not what I thought I was signing up for.” Some add, “To be totally honest, when it comes to people leadership, I’m lost.”
Of course, not all new managers are lost. Many do, however, feel unprepared for various aspects of their roles, including the ins and outs of performance management. In addition, many organizations have inadequate performance management policies and procedures, leaving managers somewhat “at sea” as they navigate choppy management waters. The following tips can help managers engage in performance management conversations with confidence:
1.Feedback should never be a surprise: The feedback employees hear during an annual performance review should never come as a surprise. There are many opportunities to give feedback to employees—after a job well done, while working on projects together, as challenges emerge, and in everyday interactions. When feedback is frequent, employees understand what their managers expect of them, allowing them to continue what is going well or course-correct while concerns are still fresh. Just as importantly, regular feedback helps managers notice and highlight what employees are doing well. When employees receive consistent, positive feedback, they are much more able to receive feedback that is more critical in nature.
2.Feedback conversations build relationships: Feedback conversations are relationship-building opportunities. Regular feedback is like a post-game show—an opportunity to reflect together on projects the employee is working on, celebrate successes, explore insights and learning, and consider what could have been done differently. These can be meaningful and relationship-building conversations. When a manager engages in post-game show conversations with employees, the manager communicates that they are walking alongside the employee and are invested in their success, building a positive relational beyond between the two conversation participants.
3.Ask before you assume: My children have heard the phrase “ask before you assume” so often that it has become as much a family mantra as a word of caution. Still, the principle holds. In feedback conversations, it can be tempting to begin with our own interpretation of what occurred. Unless the situation is a crisis, it is usually best to start by asking the employee for their perspective—even when offering positive feedback. Feedback is more accurate when we understand the full story. Moreover, when managers demonstrate a genuine willingness to hear employees’ perspectives, employees are more likely to receive and engage the feedback managers offer.
4.Feedback is a form of mentoring: For many managers, one of the most rewarding aspects of the people leadership part of their role is the opportunity to mentor employees. Mentoring involves supporting employees with meeting job expectations by inviting questions, exploring challenges, and engaging in learning-focused conversations. Feedback is a form of mentoring, with the exception that it is tied to specific actions the employees has taken.
5.Effective policies and procedures make performance management easier: Getting performance management right can be challenging, particularly when addressing sensitive topics or delivering uncomfortable feedback. Clear, effective policies and procedures act like handrails, offering guidance, strategies, and step-by-step support, both for performance management in general and for navigating difficult conversations. Several years ago, a company invited Credence to review its performance management policy and procedures document. . The company’s organizational culture was exceptionally positive; every person we met was a pleasure to work with. The performance management document, however, told a different story. It seemed to follow the adage “assume before you ask.” Employees were viewed with suspicion, and managers were encouraged to police rather than support their teams. The document clearly did not reflect the organization’s lived culture. In practice, managers were not using the policy—which, in this case, was likely for the best. Without adequate or effective performance management documents, however, managers were often stuck, not knowing what to do next when trying to support an employee. Effective performance management documents matter! Managers are sometimes unsure whether a concern relates to performance management, conflict, or harassment and discrimination. Credence encourages organizations to maintain three interconnected “organizational health” policy and procedure documents: (a) performance management; (b) conflict management; and (c) harassment and discrimination. When these documents are interlinked, managers can more easily determine which category their concern falls into, thereby following the procedures most appropriate for the matter at hand.
6.Performance management depends on unconditional positive regard: Employees are more likely to enjoy their work and perform well when managers make time to discuss their role with them. Employees deserve recognition for a job well done and opportunities to learn from mistakes. Most importantly, they deserve to be treated with dignity and respect—whether they are being praised or challenged. Every employee (and every manager) makes mistakes from time to time. When a spirit of unconditional positive regard for employees guides performance management conversations, both employees and managers are more effective and ultimately more successful in their respective roles.
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Interested in strengthening people leadership in your organization? Learn more about how Credence supports leaders through performance management, conflict, and organizational culture work.