Let’s face it – performance management, as used in most organizations is broken. In fact, for many people the words “performance management” cause dread, anxiety or at least cynicism. These systems have been created with good intentions, but the outcomes that we are getting are far from meeting those intentions. The good news is that while the systems may be broken, there are ways to make them work without overhauling the software of forms. In fact, in this fast paced practical webinar, leadership expert Kevin Eikenberry shares specific ways to change the mindsets, habits, conversations and outcomes related to performance management in your organization. You will leave being able to work within your organization’s existing systems, and still create real, lasting improvement in your performance management conversations. By the end of this session you will be able to: Determine the misunderstandings and get everyone on the same page Make sure people know it isn’t really about performance “management” Help people see what is really required for success with these processes Know the skills required to make this transformation work Change the culture to make the changes really work Shift the focus to the outcome and not a form

2. Presenting Today
Follow along on Twitter: #BizWebinar @BizLibrary
Erin Boettge
Content Marketing Manager,
BizLibrary
eboettge@bizlibrary.com
Kevin Eikenberry
Author, Speaker, Trainer
The Kevin Eikenberry Group
kevin@kevineikenberry.com

3. BizLibrary helps organizations succeed by improving the way
employees learn.
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4. The State of Performance
Management: What’s Broken
and How to Fix It
Kevin Eikenberry
Chief Potential Officer
The Kevin Eikenberry Group
KevinEikenberry.com 4(c) 2016 The Kevin Eikenberry Group

5. I’m Glad You Are Here!
 Manager
 Senior Manager
 Individual Contributor
 Team Leader
 Someone else . . .
 HR
 Other parts of the business . . .
KevinEikenberry.com 5(c) 2016 The Kevin Eikenberry Group

6. You want performance
management to work,
or work better
KevinEikenberry.com 6(c) 2016 The Kevin Eikenberry Group

7. What You Will Discover
 Performance management is broken (and you aren’t alone)
 The biggest problems and challenges
 How to overcome those problems
KevinEikenberry.com 8(c) 2016 The Kevin Eikenberry Group

8. Why You Came
 You see a picture of a future where this does work . . .
 Or at least you want to see it . . .
 Because it is important
KevinEikenberry.com 9(c) 2016 The Kevin Eikenberry Group

9. Painting the (Desired) Picture
 People always know where they stand on their performance
 People are intentionally and consistently improving,
developing and growing
 People’s efforts are clearly tied to organizational needs and
goals
 People see a connection between personal and professional
growth
 People always know how to proceed in their development
towards those goals
KevinEikenberry.com 10(c) 2016 The Kevin Eikenberry Group

10. Painting the (Desired) Picture
 People always know where they stand on their performance
 People are intentionally and consistently improving,
developing and growing
 People’s efforts are clearly tied to organizational needs and
goals
 People see a connection between personal and professional
growth
 People always know how to proceed in their development
towards those goals
KevinEikenberry.com 11(c) 2016 The Kevin Eikenberry Group

11. The Truth
What we have isn’t working
If we don’t change it, it won’t get better and will
probably get worse
KevinEikenberry.com 12(c) 2016 The Kevin Eikenberry Group

12. Why Me?
 Former Fortune 10 employee
 On both sides of this situation
 Long time Speaker, Trainer and Consultant
 Seeing the problems
 Helping organizations overcome them
 Leader myself
 Wanting to make it work
KevinEikenberry.com 13(c) 2016 The Kevin Eikenberry Group

13. Why Now?
KevinEikenberry.com 14(c) 2016 The Kevin Eikenberry Group

14. So Let’s Get Started!
 Performance management is broken (and you aren’t alone)
 The biggest problems and challenges
 How to overcome those problems
KevinEikenberry.com 15(c) 2016 The Kevin Eikenberry Group

15. So Let’s Get Started!
KevinEikenberry.com 16(c) 2016 The Kevin Eikenberry Group

16. Performance
Management
Matters!
KevinEikenberry.com 17(c) 2016 The Kevin Eikenberry Group

17. 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Performance reviews are an important
part of our organizational culture
They are required, but not focused on We don't use them
How important are performance reviews in your
organization?
(c) 2016 The Kevin Eikenberry Group KevinEikenberry.com 18

18. 0%
10%
20%
30%
40%
50%
60%
70%
Annually Semi-Annually Quarterly Never It varies N/A Monthly
How often are formal reviews required?
(c) 2016 The Kevin Eikenberry Group KevinEikenberry.com 19

19. Tremendous
Investment . . .
KevinEikenberry.com 20(c) 2016 The Kevin Eikenberry Group

20. ROI?
KevinEikenberry.com 21(c) 2016 The Kevin Eikenberry Group

21. The Big Challenges
Employees
Leaders
KevinEikenberry.com 22(c) 2016 The Kevin Eikenberry Group

22. Employee
Challenges
KevinEikenberry.com 23(c) 2016 The Kevin Eikenberry Group

23. 29
31
41
97
107
134
134
144
216
0 50 100 150 200 250
I don't get any positive feedback
We don't do performance reviews
I don't get to share my input or thoughts
I get comments about things I did months ago - and is no longer
relevant
I don't get any valuable feedback
The feedback is all vague and isn't specific enough
The process is stressful
The form or process is clunky or unhelpful
The process doesn't help me perform better
My biggest problems or challenges with performance reviews as an
employee are:
KevinEikenberry.com 24(c) 2016 The Kevin Eikenberry Group

24. Leader
Challenges
KevinEikenberry.com 25(c) 2016 The Kevin Eikenberry Group

25. 43
57
73
77
122
132
150
0 20 40 60 80 100 120 140 160
We don't do performance reviews.
I don't have adequate training on our system or process.
I don't have adequate information to review my employees effectively
Our form or process is too hard to use.
The performance reviews are uncomfortable
Our form or process doesn't work.
I don't have time to do the reviews.
My biggest problems or challenges I have with our performance review
process as a supervisor/manager are:
(c) 2016 The Kevin Eikenberry Group KevinEikenberry.com 26

26. KevinEikenberry.com 27(c) 2016 The Kevin Eikenberry Group

27. People Don’t Want to Be . . .
KevinEikenberry.com 28(c) 2016 The Kevin Eikenberry Group

28. Here is What People Do Want . . .
KevinEikenberry.com 29(c) 2016 The Kevin Eikenberry Group

29. The First Step
KevinEikenberry.com 30(c) 2016 The Kevin Eikenberry Group

30. The Existing Underlying Belief . . .
KevinEikenberry.com 31(c) 2016 The Kevin Eikenberry Group

31. The Necessary Underlying Belief . . .
KevinEikenberry.com 32(c) 2016 The Kevin Eikenberry Group

32. The Necessary Underlying Belief . . .
KevinEikenberry.com 33(c) 2016 The Kevin Eikenberry Group

33. Problem #1
KevinEikenberry.com 34(c) 2016 The Kevin Eikenberry Group

34. Problem #2
KevinEikenberry.com 35(c) 2016 The Kevin Eikenberry Group

35. What You Can Do as an Employee
 Take responsibility
 Be prepared (and come prepared)
 Ask the future questions
 Be serious and take action
KevinEikenberry.com 36(c) 2016 The Kevin Eikenberry Group

36. What You Can Do as a Leader
 Include your team members
 Talk more often (and talk less)
 Take the pressure off the “meeting”
 Make it about development
KevinEikenberry.com 37(c) 2016 The Kevin Eikenberry Group

37. KevinEikenberry.com 38(c) 2016 The Kevin Eikenberry Group

38. Where Does That
Leave Us?
KevinEikenberry.com 39(c) 2016 The Kevin Eikenberry Group

39. KevinEikenberry.com 40(c) 2016 The Kevin Eikenberry Group

40. KevinEikenberry.com 41(c) 2016 The Kevin Eikenberry Group

41. KevinEikenberry.com 42(c) 2016 The Kevin Eikenberry Group

42. KevinEikenberry.com 43(c) 2016 The Kevin Eikenberry Group

43. KevinEikenberry.com 44(c) 2016 The Kevin Eikenberry Group

44. KevinEikenberry.com 45(c) 2016 The Kevin Eikenberry Group

45. There is Hope!
 Based on the survey
 Based on my observation
 Based on my consultations
 There is a way to overcome the status quo
KevinEikenberry.com 46(c) 2016 The Kevin Eikenberry Group

46. Here’s Why I Built This
 The unintentional underlying belief isn’t working
 The pain is real
 The cost of the problems are enormous
 The desire for something better is everywhere
 We are in a unique position to help
KevinEikenberry.com 47(c) 2016 The Kevin Eikenberry Group

47. This Isn’t For You If . . .
 You don’t have this pain
 Your process is working
– or –
 You don’t think you can influence anything
 You don’t have any hope
KevinEikenberry.com 48(c) 2016 The Kevin Eikenberry Group

48. The Outcome . . .
 A process that really works, giving you what you really want:
 People always know where they stand on their performance
 People are intentionally and consistently improving, developing
and growing
 People’s efforts are clearly tied to organizational needs and goals
 People see a connection between personal and professional
growth
 People always know how to proceed in their development towards
those goals
KevinEikenberry.com 49(c) 2016 The Kevin Eikenberry Group

49. Three Paths Forward
 Do nothing
 Do it on your own
 Get some help
KevinEikenberry.com 50(c) 2016 The Kevin Eikenberry Group

50. KevinEikenberry.com 51(c) 2016 The Kevin Eikenberry Group

51. The Choice is Yours
 Do nothing
 Do it on your own
 Get some help
KevinEikenberry.com 52(c) 2016 The Kevin Eikenberry Group

52. Performance Management and
Development Toolkit:
8 e-learning courses

53. Performance Management and
Development Toolkit
1. And Introduction to Remarkable Performance
Development
2. The Performance Development Mindset
3. Getting Ready for Performance
4. Conducting Performance Development
5. Performance Development for Star
Performers
6. Performance Development for Struggling
Performers
7. Performance Development for Remote
Employees
8. A New Supervisor’s First Performance
Development Conversation

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