Most performance management systems for in larger corporates (and many smaller ones nowadays) these days focus on improving individual outputs.
There’s absolutely nothing wrong with that.
The goal seems to be to up the average returns that each employee makes and inevitably this often has a focus on making areas of underperformance better.
Not much wrong with that then.
Except there can be. Managers who take the cliched route to mainly work with their people on those parts of their contribution that underperforms are following a well trodden path.
It’s easy to pick out areas where employees don’t deliver. Managers will have a sixth sense to sniff out those parts of an individual’s efforts that fall short of meeting minimal expectations.
The objectives agreed will so often focus on raising someone’s game to deliver at least the average in all areas of their work.
And this is exactly the wrong tactic to adopt.
We are all good at parts of the roles for which we are employed. There are few employees who are able to shine in every single aspect of their work. For we all have one or more achilles heels.
By swinging the impetus of performance management round, we can leverage some outstanding talents in our people.
There is momentum and motivation to be gained when we focus on the very best of our people and make much more of where they are best, rather than demoralise and weary them by insisting they focus on the weaknesses they show.
Indeed, overall performance of a team will grow significantly when we work capabilities harder, especially in each the team members that they are particularly effective in.
And you know what – you will be much happier, less stressed, with motivated and committed employees who love you for how you are with them.
And an improved bottom line will go down pretty well with your bosses too.