One Degree

"Pont sur l'Orb, Roquebrun 02" by Christian Ferrer. Licensed under CC BY-SA 4.0 via Wikimedia Commons

I love this post from Christopher Demers.

In it, he brings to light how team performance is less about bold, sweeping actions and more about managing “the little things”. It’s the little things that add up, good and bad, to major changes in performance.

When I read this I thought about how little investments over time end up to a large retirement portfolio over time. It’s not about the big deposit – it’s about the application of discipline over the course of time.

The same applies to performance management.

Here’s my favorite quote from his post:
“What if every day you gave your team feedback. Real feedback. What if every day you acted in a true coaching fashion and provided real-time feedback on the good, the bad and the ugly in the office place. What if, in this true coaching fashion, you provided a specific point in conversation that lasted maybe 30 seconds, the way real people talk to each other all day. Do you think that would make a difference?”

Give this a read.


Performance counts.

One of the most common challenges in the workplace is performance management. The very phrase turns many of us off, and then we become confused between appraisal, evaluation and management.

Its a headache and who needs a headache.

We dismiss it.

While I could attempt a long treatise on the process of performance management (and it is a process that you engage in every day knowingly or not) I could also write what I tend to tell others verbally as I coach them. I could talk about one degree.

Every day around the world in some form or fashion people in myriad industries sit down for their performance review, or employee evaluation or other such name. Manager and employee “review” the last year’s performance (as if…) and then there is some discussion about merit. I.e, how much a raise did I get?

This process ensures two things: people…

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