Orchestrating a Pivot from performance management to performance momentum (Part 4 of 4)

Performance Reviews, Accountability, Pivot
Pivot to performance inspiration and accountability. Determine how reviews fit.

In this series I am focusing on the performance review, which for many organizations has failed to meet its goal of improving performance of the team(s) overall.

To catch up here are links to
Part 1,  Part 2 and  Part 3

Consider a Pivot from the single annual performance review, which for most organizations is ineffective or harmful for a variety of reasons (see Part 2) to a more continuous flow of performance conversations, with managers who are able and willing to help people rise and build great teams, and including future-look conversations held separately from any review (see Part 3).

A well-orchestrated Pivot requires first defining the desired state (vision), discovering what is right now, and then communicating the vision and strategic direction so that each person or group can choose their best next steps (because a successful Pivot involves orchestrating many shifts by many people all aligned toward a common vision/desired state).

Sometimes you’ll have to take a step back – and it may be a big step. Continue reading “Orchestrating a Pivot from performance management to performance momentum (Part 4 of 4)”

In a vibrant business, performance is inspired and reviewed. (Part 3 of 4)

Performance Reviews, Future Goals, Passion, Engagement, Alignment
Bring out passion with future-look conversations

If what you want is a vibrant business, consider – what will it take to orchestrate change – to Pivot – from performance management to performance momentum?

Performance momentum only happens when people are clear about the strategic direction, objectives, values, and how they fit. Alignment and engagement drive momentum. Vibrancy is evident, in (and for) the business and the people who work there. Continue reading “In a vibrant business, performance is inspired and reviewed. (Part 3 of 4)”

What’s harming the effectiveness of performance reviews? (Part 2 of 4)

performance conversations, performance reviews
Pivot to more effective performance – change the context

Part 1 of this 4-part series ended with a question: Does a “bad” (ineffective, even counter-productive) review result from being delivered by a “bad” (out of touch, controlling, low emotional intelligence, or worse) manager?

My answer: Sometimes, yes, but not always. Continue reading “What’s harming the effectiveness of performance reviews? (Part 2 of 4)”

Performance Reviews are not inherently ineffective. But most need to change. (Part 1 of 4)

Better Performance Review
An effective performance review is possible

Employee reviews weren’t meant to be ineffective or harmful to the morale of people you want on your team. However, too often, the performance management processes and policies organizations ask managers to follow, and promoting the wrong individuals to manage teams, are causing performance reviews to fail.

An employee performance review exists for performance improvement. Performance, in this definition includes both achieving in one’s role what the organization most needs from them and doing so in keeping with the organization’s core values. Continue reading “Performance Reviews are not inherently ineffective. But most need to change. (Part 1 of 4)”

A meeting type that promotes active listening (Open Space)

Open Space and Creating a Safe Place in the Workplace
Meeting method – Open Space. Who shows up is the right “who.”

Catalyzing momentum is a transformational process; it is not a one-time motivational or informational presentation. The ongoing process of well-orchestrated change, and Pivoting in a way that can be transformational, is still new to many organizations. Often, change is hindered because people do not feel safe to speak out or initiate change.

I’m always looking for next steps and methods that help to “open-the-door” to closer alignment and greater momentum for my business clients and readers. Here’s one…

One method is called Open Space. It is well-described here by Achim Nowak, bestselling author and founder of Influens and Brilliant Best.
Continue reading “A meeting type that promotes active listening (Open Space)”

Want a Vibrant Business? Gain Clarity (Get Clear & Be Clear)

Get clear and be clear. As a leader if you do anything very well, be a master of communication so that everyone is clear and aligned toward strategic objectives.

Want people to be both aligned and engaged? Be clear in a way that connects what they desire for themselves to what the business needs from them in their role.

Continue reading “Want a Vibrant Business? Gain Clarity (Get Clear & Be Clear)”

Reflecting on Holidays. How can holidays foster collaboration?

To foster collaboration in any workplace, it is critical to recognize that not every person celebrates the same holidays and even if two people do celebrate the same holiday it is done often in different ways.

What might you do to show that you truly care to understand another person’s point of view, and to have the authentic curiosity to learn more about how their point of view came about?

On holidays of any nation, and every day, let’s be grateful that we can choose what to believe and how to BE.

Continue reading “Reflecting on Holidays. How can holidays foster collaboration?”

3 unintended consequences from not speaking out when your gut says it’s wrong

The Pivot
Create a culture where every person feels safe to speak out

It’s subtle. Yet it is powerful. That is: The internal pull to do what fits in – what doesn’t stir things up – because speaking out would be too uncomfortable. What is uncomfortable feels risky.

Yet by not speaking up you are also taking a risk, and perhaps a bigger risk than if you spoke up.

Every time we choose we are telling our brains that this is what we want.

Continue reading “3 unintended consequences from not speaking out when your gut says it’s wrong”