Self-Driven Performance Management Dialogue Tips for Success

    

There are many people who believe we are just a few years away from self-driven cars.  They point todialogue-sklls the technology, the changing social norms, changing economic situations, and of course the impact on energy as driving factors of the driverless car.  I personally have my doubts because I think driving is equal to freedom and the notion of some faceless entity controlling the cars on the road and where we are going feels unaligned with people’s independent spirit.  But we will see over the next ten years or so…

In the meantime, there is an emerging similar concept that is beginning to take a foothold in many business organizations; self-driven performance management dialogues.  In our volatile, uncertain, complex, and ambiguous business world when too many managers are overloaded and under resourced, talent development often takes a backseat to everything else.  This week, while conducting a Fundamentals of Business Leadership business simulation workshop, I had the chance to emcee a conversation between a company executive and the emerging leaders participating in the learning.  The topic of the module was on taking self-ownership of the performance dialogue and I thought it was one of the best sessions I’ve been a part of in recent memory.

The executive started the conversation by being open and honest about what’s happening with performance management. He shared that the best performance conversations occur when employees take ownership and responsibility for them and not the other way around where they are always driven by the manager who doesn’t have the time to do all the work necessary to have an effective dialogue.  He shared that he can tell who really cares about their performance and careers by who’s signed up for the monthly one-on-one’s he has on his calendar.  Here is a summary of the five key points of the module:

Be Clear about Career Goals and Life Goals

A great performance dialogue is long-term and looks at the big picture. When you schedule a conversation with your manager, be sure the lay out your long-term goals and how you see them balancing with your life goals. It’s the greatest gift you can give yourself and your manager because it sets the context for how to plan and focus on the things that need to get done to be successful.

Take Personal Ownership and Remove Ambiguity from the Performance Dialogue

It’s one thing to schedule the meeting with your manager, it’s another to make it effective.  One of the best ways of making it effective is to make sure you are clear, open, and direct about goals and outcomes. In other words, don’t be vague. Set SMART goals and make sure they are then part of every conversation moving forward.

Take Chances and Stretch

Managers want to see you have the courage to take chances and try new things. One of the best things you can do for your current job and all your future jobs is to ask for stretch assignments. Make the mistakes, learn from the mistakes, and communicate the learnings so that your organization knows you are serious about performance and career.

Become More Self-Aware

The performance dialogue can be a very stressful thing and when people are under stress they may revert back to bad or non-productive behaviors.  How you come across in the dialogues and how you come across at work has a significant impact on how others see you and evaluate you.  The tip here is to take a good look in the mirror and think about your style, traits, behaviors, and ways you interact with others.  As you advance in your career, the more self-aware you are the more successful you will be.

Make the People Around You Better

One of the most important things you can do in your role – which then comes into the performance dialogue – is to make the people around you better.  Be selfless in terms of supporting and nurturing others and then let your manager know what a good team player you are.  Remember, your manager is leading a team and the more you can help the team, the more you are helping your manager. And if you help your manager, you are helping yourself.

business-leadership-skills

Robert Brodo

About The Author

Robert Brodo is co-founder of Advantexe. He has more than 20 years of training and business simulation experience.