Abandon Annual Performance Appraisals

Posted May 18, 2018 by The Metiss Group
Categories: Leadership, Performance Acceleration

Annual performance appraisals are an ineffective means of accelerating performance.  However, most organizations have an annual performance appraisal process and refuse to consider alternatives; another one of those “we’ve always done it this way” talent processes.  One of the first documented performance appraisal processes was from the 3rd century Chinese Wei dynasty.  They used a nine rank system by which officers were categorized based on their abilities.  The eighteen hundred year old format looks remarkably like many performance appraisal forms we see today.

In addition to the traditional reasons for abandoning annual performance appraisals (waste of time, ineffective, inflated scores), there are several recently developed arguments:

  • Neuroscience advances have shown annual performance appraisals actually cause diminished brain functioning;
  • The new generation of workers expect immediate feedback;
  • Widespread team and matrix leadership methods are a poor fit for the annual performance appraisal process.

Fortunately, companies are moving away from annual performance appraisals.  From 2011 to 2012, the number of HR managers reporting abandoning annual performance appraisals tripled.  Many of those organizations are moving to informal quarterly performance reviews using a single summary sheet focused on a handful of forward-looking goals, past achievements, and have no numbers or ratings.

Empowered leaders abandon annual performance appraisals in favor of quarterly performance reviews and have more successful talent acceleration.

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Use Questions, Not Statements

Posted May 11, 2018 by The Metiss Group
Categories: Communication, Leadership, Performance Acceleration

Too often when direct reports come to leaders with a problem, leaders speak using statements when questions are often a much better choice.

When a direct report comes to a leader with an issue, solving it for them makes the leader the choke point for future problems and does little, if anything, to develop the direct report. Asking questions exercises their brain for growth and development, while conveying confidence in their ability to solve the problem or issue at hand.  It gives the leader the opportunity to consider some options they may not have previously considered and in the long run, should save them from future interruptions as the problem-solving of the direct report increases.

When a direct report brings a situation to a leader, the leader should try questions like these:

  • What have you done up to this point? What has worked? What has not worked?
  • What options have you considered?  Why?
  • Have you consulted anyone else about this?  What were their suggestions, or from whom might you be able to seek advice (aside from me)?
  • What’s the worst thing that could happen?  What can you do if that does happen?  What preventative measures could be implemented?

When leaders ask questions and solicit solutions, they gain commitment to the execution of that solution since the direct report feels empowered. Secondly, the direct report’s critical thinking ability expands when asked questions.

In Jim Collins’ book, “How the Mighty Fall,” he stresses the importance of question to statement ratio suggesting leaders appoint someone in a team meeting to track how many statements they make and how many questions they ask.  Then, he suggests leaders systematically try to increase the number of questions to double that ratio over the period of a year.

Of course, some problems deserve to be escalated to the leader, but developing the problem-solving skills of others assures that great minds can work together when the problem is significant.

Leaders empower their direct reports by asking questions and communicating confidence in their ability to become successful problem-solvers.

An Excellent Example Of Empowerment

Posted May 4, 2018 by The Metiss Group
Categories: Leadership

Below is an exemplary story from Michael Lewis’ book Liar’s Poker on how empowered leaders can change a company.

In 1968, Lewis Ranieri was a sophomore English major when he took a part time job on the night shift in the Salomon Brothers mailroom at $70 a week. His wife lay ill in the hospital, and the bills simply accumulated. Ranieri needed $10,000. He was nineteen years old, and all he had to his name was his weekly paycheck.

He finally got up the courage to request A LOAN from a partner at Salomon whom he knew only VAGUELY. The partner told Ranieri that the hospital bill would be taken care of. Ranieri thought that meant it would be deducted from his weekly paycheck, which he couldn’t afford, and he began to protest.

“It will be taken care of,” the partner repeated. Salomon Brothers then paid the $10,000 bill racked up by the wife of the mailroom clerk with three months’ tenure.

There was no committee meeting. The partner hadn’t even paused before giving his answer. It was understood that the bill would be paid, for no reason other than it was the right thing to do.

The act moved Ranieri deeply who went on to become vice chairman of Salomon Brothers. He is considered the “godfather” of mortgage finance and in 2004, Ranieri was considered by BusinessWeek one of the greatest innovators of the past 75 years.

Empowered leaders who do the “right thing” have more success.

Source: manager-tools.com

Define The Successful Habits For An Organization

Posted April 27, 2018 by The Metiss Group
Categories: Leadership, Performance Acceleration

Navy SEAL combat veteran Brent Gleeson is the co-founder and Chief Marketing Officer at Internet Marketing Inc. His leadership approach is inspired by the unrivaled Navy SEAL training and the Navy SEAL Creed.  Here are the seven habits (likely an extension of, but not a replacement for, Core Values) Navy SEALs have for success:

  1. Be loyal. Loyalty is about leading by example, providing your team unconditional support, and never throwing a team member under the bus.
  2. Put others before yourself. Get up every day and ask yourself what you will do to add value to your team, such as simply offering your assistance with a project.
  3. Be reflective. Reflecting on your mistakes ensures you never repeat them.
  4. Be obsessively organized. Some of us innately have this ability, often to a fault, and some have to work at it a bit more.
  5. Assume you don’t know enough. Any effective team member understands that training is never complete. 
  6. Be detail-oriented. Attention to detail could avoid catastrophic results. 
  7. Never get comfortable. Always push yourself outside of your comfort zone.

It’s unlikely these would all apply to every team, but effective leaders define the habits required for success in their organization.

Empowered leaders take time to define the important habits for their organization and their teams experience more success.

Empower Direct Reports By Setting Boundaries

Posted April 19, 2018 by The Metiss Group
Categories: Communication, Leadership, Performance Acceleration

No competent leader consciously micromanages or controls their direct reports’ activities.  Most leaders truly believe they give their direct reports ample autonomy to do their jobs.  Why is it then that most direct reports feel their managers don’t give them the independence they need to do their jobs effectively?  It’s because sub-consciously leaders are reluctant to empower their direct reports and tend to micromanage without recognizing it.

Dr. James Dobson in Dare to Discipline relates the study where social psychologists observed elementary school children in a playground protected by a high fence. The children ran with abandon, playing joyfully within the confines of the fence, unaware and unworried about the busy street just a few feet from the play area. Some theorists decided that the fence was too restrictive, that it inhibited the children, and that they should have more freedom. So, the fence came down.

When the children entered the playground the next day, instead of running with their previous abandon, they tended to huddle together at the center of the play area. Unsure of their limits, they appeared insecure and fearful.

Empowerment works the same way.  Leaders need to consciously define and communicate the boundaries of their direct reports’ tasks, get out of the way, and the direct reports will use their whole playground.  There are four boundaries the leader should establish:

  1. Expectations – what does success look like
  2. Resources – people, processes, budgeting available
  3. Timeframes – hours, deadlines, check-in points
  4. Restrictions – budgets, authority level, non-negotiables

Leaders who consciously empower their direct reports by giving them the tools and boundaries to do their jobs then step aside experience more success.

Ask For Solutions When Giving Course Corrections

Posted April 13, 2018 by The Metiss Group
Categories: Communication, Leadership, Performance Acceleration

Most leaders have exceptional problem solving skills – that’s generally what got them to their leadership position; however, when providing course correction feedback to direct reports, skip the problem solving and ask the direct report to come up with a solution.

Course correction feedback should focus on the direct report’s behavior AND their responsibility to change it.  The leader’s job is point out the correction, offer encouragement, and solicit a behavior change.  The natural tendency will be for the leader to offer solutions – don’t do it.  Let the direct report provide the solution; there will be a greater chance getting the wanted behavior change.

Some examples:

“Tim, we really appreciate you attending the management meetings, but when you raise your voice and sneer at Joe, the team respects you less.  What can you do next time?”

“Sue, I like all your hard work, but when you show up late for work, we all think you don’t care about the team.  What can you do to be at work on time each day?”

“Joe, great sales call yesterday, but when you order a martini for lunch, our clients might question our professionalism.  How might you handle the next client lunch?”

Leaders who empower their direct reports to offer course correction solutions will experience future successes.

360 Degree Tools Are A Great Way To Learn More About Direct Reports

Posted April 6, 2018 by The Metiss Group
Categories: Leadership, Performance Acceleration

The United States Navel Special Warfare Development Group (DEVGRU) is an elite team of Navy SEALs that hunted and killed Osama Bin Laden in 2011. Navy SEALs represent the best of the Navy and DEVGRU represents the best of the SEALs.  To graduate to DEVGRU the SEALs must pass a nine-month long grueling training and testing program called Green Team. Only the best of the best survive Green Team and are challenged constantly by the Navy’s best leaders.

Mark Owen author of “No Easy Day: The First Hand Account Of The Mission That Killed Osama Bin Laden,” recounts his Green Team experience where he and other team members were asked regularly to make an anonymous list of the five best and worst performers in the class. The instructors compared these lists to their own lists when evaluating talent and deciding who would be promoted or removed.  The instructors know to create high-performing teams capable of accomplishing difficult feats; all aspects of the team members’ performance must be considered including how they are viewed by their teammates.

Though leaders may not be developing a team capable of hunting and killing al Qaeda fighters, receiving feedback from team members about each other can help them make better development decisions.  The common approach in business to getting this feedback is from 360-degree tools.  A well-designed 360-degree questionnaire, one that does NOT use Likert scale questions, is a great way for leaders to learn more about their direct reports and for them to create personal development plans.

Leaders who empower their direct reports with 360-degree tools will experience much success.