Looking for the process that is the heart of employee performance management? You can negotiate and share goals and expected outcomes with employees.
Via Ariana Amorim
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The Learning Factor's curator insight,
October 23, 2016 6:01 PM
Many of the professionals I work with in financial markets, in their candid moments of introspection, express a heartfelt sentiment. They are doing well, but could be doing better, much better. They are good, but they could be great. In their moments of particular success, they recognize that the level [...]
The Learning Factor's curator insight,
November 26, 2015 4:18 AM
It’s generally presumed that employees who accrue political power at work are higher performers. But those who schmooze a little less are actually the best at their jobs.
rodrick rajive lal's curator insight,
November 27, 2015 12:44 AM
This is an important ponderable for leaders of organisations, Managing Directors and so on. Too much of a good thing or TMGT can often backfire in the long run! In many cases we have seen it all, especially how employees who have amassed political clout in the workplace might become too big for their shoes and thus enter into a confrontation with their seniors. People in leadership positions should beware of allowing too much of freedom to politically savvy employees. Yes it is true that such people perform very well at the workplace, often getting the work done in time and on time, in many cases they have the ability to cajole, or convince people to buy their point of view, however too much of a good thing in such cases might lead to others being undermined by the kind of success that politically savvy enjoy. Leadership is not only about guiding star perfomers to greater heights, it is also about bringing low performers to an optimum level.
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The Learning Factor's curator insight,
October 11, 2017 5:37 PM
A recently reported six-year study revealed that high-performing teams need to be good at this (and it's not so easy).
CCM Consultancy's curator insight,
October 12, 2017 1:42 AM
A six-year study cites the ability to manage conflicting tensions as the most critical predictor of top-team performance. Berkeley research shows teams that debate their ideas have 25 percent more ideas altogether and that companies like Pixar embrace healthy debate as a vital part of their performance.
The Learning Factor's curator insight,
June 25, 2017 7:17 PM
Employee development conversations can be scary. These two approaches can help ease the nerves of all parties involved.
Vanessa Ong Li Wen's curator insight,
June 26, 2017 2:55 AM
Reading this article really opened up my mind towards being an effective leader. As a senior and the oldest in Junior High, I have given many After Action Reviews (AAR) and talks towards my peers and juniors on their development and areas of improvement. Although many my age harbour fears of having to interact with others on such a personal level, I have always found it easy for me to provide both motivation and constructive criticism to someone. However, this article mentioned about a process named 360 feedback – something I was exposed to but unfamiliar with. To implement 360 feedback in a company, there were a few criteria that the company should have: have the continuous intention of growth and improvement of employees, emotionally mature and open leaders to be accepting of criticism, a platform to integrate data with support mechanisms that can prove the 360 feedback useful, and senior engagement with employees. In my opinion, the latter is the most important criteria that an organisation should have in order to establish good rapport between senior and junior, regardless of whether a 360 feedback implementation is in contention. As a senior and a leader, it is essential to be able to open up your juniors to open and insightful development talks. My peers have always opened up to me, saying that what they wish to gain most out of in a developmental talk, is insights on their journey thus far, and areas for improvement. I believe that the 360 feedback is a wonderful platform for individuals to understand their confidential, anonymous feedback from those they interact the most: their batch mates, seniors, juniors and teachers. The process ensures that we can draw feedback from objective, multiple perspectives to evaluate our overall effectiveness. I have always been intrigued by the idea of 360 feedback as I feel that it is an effective platform to provide constructive feedback. However, after reading this article, I realise that there are many criteria to consider in order to ensure that the 360 feedback becomes effective, depending on the nature and context of your organisation. Rather than brainstorming complex methods of improving development of employees, I believe what is more critical is to have leaders who know how to engage and motivate their employees. The essence of a good leader is someone who does not have to continually motivate employees, but rather leverages on their internal passions and desires to create sustainable engagement. An insight that I also gained from the article is that conversations with employees should not only center around yourself, but around them as well. By asking questions that encourage them to be more open and honest, this will allow me to channel their internal motivations and redirect it towards projects that enjoy my employees the most. When centering the conversation around THEM and not YOU, the talk will also take the form of mentoring rather than dictating, creating an atmosphere of trust and rapport between the two that will break barriers and lead to a more enjoyable working process in the company.
Learning and leadership's curator insight,
November 28, 2016 5:59 AM
Interesting to understand more about what feedback really means, how to give it and how to use it...
Belinda MJ.B's curator insight,
March 1, 2013 8:52 AM
A fearful, ego-centric view of business supplants true leadership in favor of focus on “managing” people as if they were unruly and untrustworthy. |