We often think of performance management as the year-end performance review. It is much more than that. Performance management starts with objective setting, followed by 365 days of dialogue, feedback, and coaching. Then, we have the year-end formal review that summarizes the objectives’ accomplishments.

“It is the leader’s job to assist his/her team members in attaining their goals and to provide the necessary direction and support to ensure that their goals are compatible with the overall objectives of the group or organization.” — Path-Goal motivational theory originated by Robert House

The reality is that if we don’t set objectives at the start of the year, we will have a difficult time assisting, providing direction, and tracking progress during the year and talking about achievements at the end of the year.

Below is a list of areas to set objectives:

·        Performance

·        Development

·        Roles and Responsibilities

·        Projects

·        Leadership skills

·        Team-building skills

·        Technical skills

·        Relationship skills

If you need to align leadership actions around performance management, 2-Way Communications, LLC provides a training course and facilitation that will support that need.  

View the performance management outline at http://www.2waycommunications.net/course-outlines/performance-management/

Remember the old feedback formula, the sandwich? It was positive/constructive/positive – give positive feedback, give constructive feedback, and end with positive feedback. That formula didn’t work well. Research found that the only feedback the receiver heard was the constructive; at times, the positive felt a bit condescending.

Popular belief is to separate the two; if it’s positive, just say the positive. Save the constructive for a separate feedback session.

Introducing the *open-faced sandwich:

• Start the feedback with a positive intent, the cheese and bacon at the top of the sandwich (the positive reason you are giving the feedback),
• Give the constructive feedback, the meat (the behavior and the impact), and then
• End with positive encouragement, the bread (your belief in an individual’s ability to make the change).

*During a training session this week, a client came up with the term. He will remain anonymously famous.

Feedback is an essential part of growth and development. In the 2-Way Delegation app, there is an in-app feedback system – ask for and receive feedback. The app supports you in obtaining feedback about how you delegated or completed an assignment. Buy it now! Use the system along with all its other amazing interactive features!