See performance management from the perspective of success rather than failure, argues Linda Burke
Performance management is not just about disciplinary meetings, it should be a part of your everyday management.
Given the right encouragement and leadership, we can unlock the potential that is in everyone to help them be the best they can be at work.
Managing performance is something we do every day either consciously or subconsciously.
It’s about creating the environment for success. Your role defines success in terms of the quality of service, each individual team member’s contribution and holding each other to account for the successes and failures in striving to deliver excellence.
You need to consider the personal aspirations of your team and think about whether you are known for developing people.
Think about how you set expectations and objectives, monitor performance and use coaching techniques. You should also put in place regular structured reviews.
Think about whether to coach to ensure your ways of doing things are as equally understood as the desire to care for patients.
You will have several different types of people on your team. You’ll have the people who care and know (champions); who care but don’t know (loose cannons); who know but don’t care (bystanders); who neither care nor know (weak links). Consider if it would be possible for all of your team to be champions.
How to create an environment for success
- Does the team have a definition of quality in terms of care, personal performance and working together, and have they bought into this?
- Have I tackled concerns? How do I champion my team in the organisation?
- Am I a role model and do I take responsibility when things go wrong? Do I praise and encourage feedback?
- Day to day, do you:
- Take time in assigning tasks to the right people? Which tasks develop people? Is anyone becoming bored?
- Manage consistently? Do you provide opportunities for champions?
- Address poor performance quickly? Separate the serious from a bad day?
- Develop your skills, such as inspiring and influencing people; setting objectives, gaining buy in, giving feedback, coaching and listening.
- If managing performance is done from the perspective of success rather than failure, staff who progress will realise that your managing their performance was a main reasons for their success.