Performance Management Myths and Facts | 3
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Myth: High performers are best left alone to
achieve their goals without interference.
Fact: High performers need attention. All too
often, managers spend their time and energy on
their lowest performers. This can be a mistake.
High performers are most likely to become stars
- and those most likely to be wooed away by
competitors. To keep high performers challenged
and happy, good managers spend time talking
with high performers about their career goals and
how the company can help achieve them. They
also help high performers grow through stretch
goals, mentoring assignments for junior staff, and
special projects.
Myth: The best thing to do with low performers
is to show them the door.
Fact: While there certainly can be a bad fit
between performers and organizations, it's
a mistake to jump to the conclusion that low
performers no longer fit in the organization.
Before making that decision, consider these
questions:
Are the performance problems recent or part of
ongoing patterns? If the problems are recent,
there may be logical reasons for problems that
can be resolved. For example, the performers
may lack clarity about expectations. Perhaps they
shifted to new positions that don't capitalize on
the performers' strengths. Or there could be
process bottlenecks getting in the way of success.
Taking the time to investigate the problems can
help save the time, energy, and cost of releasing
employees that could become a high performer.
Are the performers willing to learn and change?
If the performers are willing to hear feedback
and improve, chances are that it is worth helping
them. Positive attitudes and willingness to learn
are invaluable. If low performers have these
qualities, they probably can overcome their
performance issues.
Myth: Performance management is easy.
Fact: Performance management is a skill that
takes time to build and refine. There are many
resources out there to help build performance
management skills: books, training courses,
association events, and company advisors such as
HR staff and senior managers.
About the Author:
Maya Townsend, MSOD, is a trainer and consultant for Corpo-
rate Education Group and specializes in leadership, strategy,
and collaboration. During her career, Maya has successfully
designed and facilitated training programs for over 5000
people in groups of 3 to 130 in the public and corporate
sectors. Highly intuitive, analytical, and imaginative, Maya
works at all levels, from CEOs to line workers, to develop the
relationships, ideas, connections, and interdependencies
that shift an organization to the next level of productivity and
performance.
