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a Highly Productive Team
Shortly after developing my Make-You-Happy Management system for other businesses we had a friend over for dinner. My wife, had told her that I had been in Florida and Michigan giving presentations on my management system, so she said, “Tell me about this management stuff you’re doing.”
She was retired from a large aerospace company in the Puget Sound area and I knew she had never been in management so rather than talk about systems, management theory and all of the problems managers face I took another approach.
I said, “When you were at B***** you did performance reviews right?”
She rolled her eyes and said, “yes.”
I asked, “What did you think of them?”
She replied, “They Sucked!”
You need to understand that Mary is one of those people who wouldn’t say sh** if she had a mouthful, so I knew I had the title for my book, “Performance Reviews Suck.”
I speak to a lot of groups and I often ask how many of the people in the room have been on the giving or receiving end of a performance review. Most of the people in the room raise their hand. Then I ask, “How many of you like performance reviews, think they are motivating, and lead to the results that the organization wants? Once in a while a hand or two will go up, but most often, no one raises their hand.
Going back to my conversation with Mary, I told her a little about PDIs and said, “Just listening to what they’re called, a Performance Review, or a Personal Development Interview; which would you rather have?”
Her reply: “A Personal Development Interview.”
If you’ve ever been on the giving or receiving end of a performance review you know they suck. Everyone hates them, they’re de-motivational, discouraging and most importantly… they don’t lead to the behavior you want.
In 1993 when I created my management system, I took control of my business, and my life… but I knew there was something missing in my system.
While trying to put on my “best face on” for our team in regards to performance reviews, the truth is I hated them.
The system set expectations for exactly what needed to be done but in regards to Performance Management we were still doing Performance Reviews. While trying to put on my “best face on” for our team in regards to performance reviews, the truth is I hated them. I knew they were de-motivating, and finally determined that they were actually counterproductive and stopped doing them.
I met Vince Zirpoli in 2005 and knew immediately that I found the missing link. My management system was now complete with a Performance Management System that actually worked. I was now ready to answer the pleas from my business owner friends and create my management system for others.
Catch people doing things right!
When employed properly, an effective performance management system permeates the organization with a philosophy of catching people doing things right. Most businesses focus on catching people doing things wrong.
Catching people doing things wrong is called management by exception. When businesses utilize management by exception, they’re watching for people to do things incorrectly. As a result, they stymie creativity in the organization. If every time I do something wrong, the boss catches me, but he doesn’t catch me when I’m doing the right things, then I fail to take steps out in front and really help the organization grow by using my creativity.
Conversely, when we start catching people doing things right, we encourage empowerment. People start to do things in the organization. Productivity improves on an ongoing basis. So, the whole organization doesn’t just come from management, but they are interacting with each other. People are picking each other up. The organization is permeated with a motivating environment.
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