5 Faces Your Managers See During Performance Reviews


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5 Faces Your Managers See During Performance Reviews

  1. 1. White PaperThe 5 FacesYour Managers See DuringPerformance ReviewsFrom the crew at Fistful of TalentKris DunnTim Sackett
  2. 2. Your New Performance Management System/ Methodology Sure Looks Great Let’s say you’re a progressive company when it comes to performance Everyone - including management. While you haven’t drank the Kool-Aid that suggests you the manager, the team should eliminate performance reviews altogether, you’re sensitive to member and you (if you’re the fact that a once-a-year performance reviews don’t work. Everyone the one in charge of the - including the manager, the team member and you (if you’re the one in system) – dreads the annual charge of the system) – dreads the annual performance review. performance review. With that in mind, you’ve tried to create a performance culture that focuses on frequent and ongoing coaching rather than the annual review event. Some of the stuff you’ve laid down in your company as a result includes asking your managers to do the following: 1. Develop goals that are good for the company and engage the team member developmentally; 2. Push for more performance once those goals are set, both by specifically describing what the manager needs and why it’s good for the team member (verbally and in writing); and 3. Perform like thespians in coaching conversations with the team member (planning, lock-in, multiple review sessions annually and all coaching in between). As a result of your focus on these three items, you’re at the intersection of an upscale performance management model that’s much more than an annual performance review – it’s the start of performance coaching becoming part of your culture.2 The 5 Faces Your Managers See During Performance Reviews ©2011 Halogen Software. All rights reserved.
  3. 3. Hold on Johnny: It’s Not That EasyThere’s just one little problem with your model. The objects of youraffection (your team members) aren’t static targets for your managersto practice on. They’re human beings, full of emotions, bias and inflated Either give your managersself-esteem because they’ve never had quality performance feedback tools to deal with thedelivered in a consistent manner. objections, or give them quality instructions on howNo one has ever consistently told those team members the truth related to assume the fetal positionto their own performance, which means your managers are going to without pulling a hamstring.freak out when they go live with the coaching/performance model you’retrying to build.Why are your managers going to freak out?Because the team members they’re coaching aren’t going to just standaround and be compliant. They’re going to disagree. They’re going tocome back at your managers and give reasons for why things are the waythey are. They’re going to tell your managers that more performanceisn’t possible, and it’s not their fault.What can you do? Either give your managers tools to deal with theobjections, or give them quality instructions on how to assume the fetalposition without pulling a hamstring.You’re picking tools over the fetal position? Read on. The 5 Faces Your Managers See During Performance Reviews 3 ©2011 Halogen Software. All rights reserved.
  4. 4. See the Ball, Be the Ball: The 5 Faces Your Managers See During Performance Reviews To get your managers ready to deal with objections, it makes sense to identify the faces they’re going to see on the other side of the table when coaching for increased performance. Once you know the most common personas team members regularly use when defending themselves from anyone asking for more performance, you’re better equipped to fight through the objections and get to what’s real. Ready to hear the personas/masks team members regularly use to intimidate managers into not asking for more performance? Here are the 5 most challenging faces your managers see during any type of performance conversation: 1. The Diva – You’ve seen the Diva before – he’s a legend in his own mind. The Diva thinks he’s a world class performer, and usually is a high performer in at least one area. The problem? He’s got lots of development needs related to his other performance targets. The Diva probably had a hands-off manager before you, so he’s shocked you would ask for more. THIS JUST IN: He’s not sure he has anything to learn from you as a manager, and as a result of his lack of self awareness, he can be a disruptor on your team and a poor teammate. The good news for you: odds are some teammates hate to see him go unchecked, so they’re rooting for you to bring him back to reality. 2. The Deflector – The deflector could do more in his role on your team, but let’s face it: He’s been dealt a terrible hand at this jalopy you call a company. Just ask him. The Deflector is a guy who has an external locus of control in everything he experiences in your company. He’ll tell you he doesn’t see the point of trying harder, because too many things are in the way and out of his control. THIS JUST IN: It’s not that he doesn’t believe in you, he just thinks you’re part of the overall situation. Make sure you aren’t enabling this person with what we call the “manager pass-through”. The external locus of control of the Disruptor means he’s the most problematic profile to turnaround.4 The 5 Faces Your Managers See During Performance Reviews ©2011 Halogen Software. All rights reserved.
  5. 5. 3. The 9 to 5’er – The 9 to 5’er is the classic profile – she’s looking to work 40 hours, and she can become easily offended when you ask for more. The 9 to 5 outlook can be voluntary (jaded, unwilling to allow perceived intrusions into her private life/time) or involuntary (as it often is with parents, etc.). The 9 to 5’er is generally looking to meet the expectation/hit the target with the hours she has and has low interest in providing discretionary effort. THIS JUST IN: If the 9 to 5 outlook is involuntary, you can buy discretionary effort via flexibility. Finally, the 9 to 5’er is often seen as a steady performer by those around her.4. The Upwardly Mobile/Unsure - The fun profile of the bunch, the Upwardly Mobile seeks to excel, but is unsure of what they want in their career. They have no opinion on what the next step is for them, much less two steps down the road. A dream to have around, the Upwardly Mobile will provide discretionary effort, especially if recognition follows. She’s looking for feedback on performance and linkage to how to progress in her career. THIS JUST IN: If you don’t take the time to be interested, The Upwardly Mobile profile can easily turn into a 9 to 5’er or a Deflector (it’s a question of who is going to influence – you or the negative profiles around them). Spend time with this profile to ensure they don’t turn negative over time.5. The Star - One of the best in the company… and in your industry. Can choose to influence others or be an island depending on the role, and you’ll live with it because she’s that good. The Star is crushing most of the expectations you set regarding performance goals and routinely goes way beyond what’s expected or called for. THIS JUST IN: She’s not sure she has anything to learn from you. Even if she can’t, you have to try to engage by answering a tough question: How do you engage a star on performance? The 5 Faces Your Managers See During Performance Reviews 5 ©2011 Halogen Software. All rights reserved.
  6. 6. Now You Know What to Look For – Get Ready to Attack Of course, simply knowing how to identify the 5 faces your managers Link the development will see during performance reviews and coaching conversations isn’t plan with the team enough. Your managers need to know WHAT TO DO AND SAY once member’s performance. they’ve identified the face they’re talking to. Relax – we’re here to help. Here are the best strategies to deal with the 5 faces we’ve outlined. For any of the faces, you should train managers to use one or more (usually a combo) of the strategies to survive and thrive: 1. Focus on the definition of performance that is “hit it” (meeting expectations) and “crushed it” (exceeding expectations). 2. Push for more performance, specifically describing what you need and why it’s good for the team member (verbally and in writing). 3. Focus on efficiency. Talk about ways the team member can attack their performance goals to get more done during the day and potentially lift their performance. 4. Focus the team member on what they can control. Offer to knock down a barrier for them in exchange for more discretionary effort in a specific area. 5. Link the development plan with the team member’s performance. Talk about areas they’re interested in growing in. Find a link between those areas and the business/role and agree that’s a focus for the next quarter.6 The 5 Faces Your Managers See During Performance Reviews ©2011 Halogen Software. All rights reserved.
  7. 7. Coaching is Performance Art – You Have to Actthe PartLooking for a good exercise related to performance management or Coaching is like theatre.coaching with your managers? Cover the 5 faces, then give them the five Your managers have tostrategies above and have them outline the two best strategies to deal perform on the fly.with each one of the faces.If they don’t need a nap after that, have them role play how they’dredirect the performance conversation with each of the faces using thestrategies they’ve chosen.Coaching is like theatre. Your managers have to perform on the fly. Ifthey can’t role play, there’s no way they’ll be able to handle the objectionsfrom the 5 (and other) faces on the fly.Good luck out there. The Five Faces are waiting, and they’re not going totake it easy on you. The 5 Faces Your Managers See During Performance Reviews 7 ©2011 Halogen Software. All rights reserved.
  8. 8. About Fistful of Talent’s Kris Dunn and Tim Sackett Kris Dunn - Fistful of Talent Editor, Referee and Agitator... Back in the day (December 2006 - what’s the definition of “back in the day” again?) I started a blog called The HR Capitalist. The psycho-like pledge was to write to it every business day for a year and see what happened. I made it past that goal, mainly due to the interaction with the people who stopped by to read and comment, or at times blast me. I’ve learned so much from that experience that I wanted to do it again, but this time with friends. With that in mind, we launched Fistful of Talent (FOT) in March of 2008. For FOT, I’ve assembled an opinionated group of pros from Recruiting practices, HR shops and Consulting firms across the nation. The center of the conversation is talent - which includes recruiting as well as everything you do with the talent once you’ve got it in the door. Connect with Kris On Twitter: @kris_dunn On LinkedIn: http://www.linkedin.com/in/krisdunn Tim Sackett - Covering Talent and Technical Recruiting for Fistful of Talent... Tim Sackett is the Executive Vice President for HRU Technical Resources, which really means they just ran out of titles between Director and CEO. Tim’s job is to make sure everyone is happy and productive – for those who have worked in staffing firms, you know exactly what that means. HRU is primarily an engineering and technical contingency firm that specializes in the manufacturing sector in defense, consumer products, automotive, higher ed, etc. HRU is based in Lansing, MI – but has close to 500 employees all over the country. Connect with Tim On Twitter: @timsackett On LinkedIn: http://www.linkedin.com/in/timsackett About Halogen Software Halogen’s fully integrated talent management suite can help give your managers the key information they need to support employee performance. In fact, more than 1500 organizations around the world are already using Halogen’s solutions with brilliant results. For additional information on implementing automated performance appraisals visit: www.halogensoftware.com. Send to a friend8 The 5 Faces Your Managers See During Performance Reviews ST-WP-PS-5Faces-ENUS-EX Rev 1 ©2011 Halogen Software. All rights reserved.