Performance Management: Parameters of Success

In her book Dare to Lead, Brené Brown writes, “Clear is kind. Unclear is unkind.” When it comes to performance management, so often managers think they are clear regarding expectations and know what a good outcome looks like. The challenge comes when a team member’s performance does not match what was in the manager’s head. “I clearly articulated what I wanted!” managers think—but if the outcome does not match the expectations — the manager must own their part when it comes to closing the gap between the parameters of success and the actual outcome. What can managers do to close that gap?

First, it is a collaborative effort. Clarity comes from discussions where both parties can clearly communicate the outcome desired. It is about the parameters of success—defining all the components that make for a successful deliverable.

The typical parameters involve quality, quantity, and time. Productivity and/or efficiency usually encapsulate these three components. The manager and team member have a discussion that starts with the manager saying, “Here are the quality and quantity parameters, needing to be done in this amount of time, and this is what a successful outcome looks like.” Then the manager asks the team member, “What are your thoughts?” A two-way discussion confirms both parties are on the same page and allows for needed adjustments, as well as gaining buy-in from the team member.

Sometimes other parameters of success come into play that would then need to be discussed. These include things like cost, safety, compliance, scope, process adherence, and standard operating procedures.

After making sure all expectations are clear, the second step is execution. What is crucial at this stage is appropriate check-ins. Check-ins are critical when it comes to performance management, since they allow for positive feedback and course corrections. It is hard to imagine that any employee on the planet wants to be micromanaged! Check-ins are not micro-managing. The best way to handle check ins is to take a, “hands-off, eyes-open,” approach.

How frequent and how much time check-ins take is a judgement call. Positive feedback for good performance is too often overlooked. When outcomes do not measure up to the parameters of success—the manager must own their role in the shortfall. Too often, under performance could have been addressed during check-ins, but the check ins were overlooked, were too infrequent, or were rushed.

The third step is feedback upon completion. Team members earn positive feedback when they meet or exceed expectations. Like check-ins, providing positive feedback is too often overlooked and yet it is a key component when it comes to future success, employee engagement, and so on. This then leads to the annual feedback moments most organizations utilize—the team member’s performance review. The key word is “REVIEW!” Utilizing the process outlined in this article will ensure reviews are just that - a review.

Remember Brené Brown’s words, “Clear is Kind. Unclear is unkind.” Collaborating on parameters of success, having check-ins that allow for positive feedback and course corrections, and giving feedback upon completion will ensure successful outcomes and effective performance management.