At this time of year, most people and teams have established their yearly goals, and if you are still following a traditional perfoAt this time of year, most people and teams have established their yearly goals, and if you are still following a traditional performance management practice, you will review the progress of these goals at the six-month point.
Often, this becomes just another “routine” practice for managers and their team members. They develop their goals, set them aside, then it’s heads down into their daily work, never to be discussed, reviewed or tracked. On the other hand, progressive organizations have taken traditional performance management practices and made them relevant for today’s business world by incorporating coaching, mentoring and peer-to-peer support into the process.
Often, I am asked: “how do you create goals that are rewarding and engaging?” Well, the answer is really nothing new; it all comes down to having systems and processes in place that allow people and teams to achieve the goals they set out for themselves. These systems and processes are what distinguish traditional performance management practices from a more modern approach.
Systems and processes sound a bit boring and tactical, but they are essential in order to achieve any goal. Great performers whether they are involved in athletics or business, over time, have developed impactful systems and processes that allow them to achieve their goals. They may not enjoy the process, but they often crave the end results, which keep them 100% focused and motivated.
So having said that, you don’t always have to like the processes and systems, but you must have a strong “why” factor to achieve results. Here are some suggestions to keep in mind when developing your organization’s systems and processes:
- Need to provide context and structure that enables people and teams to work towards achieving their goals
- Are dynamic and can flex with the changes in an organization or marketplace
- Allow teams and people to break down their large goals into smaller, more achievable daily, weekly and monthly actions
- Need to be simple, easy to follow, focused and not overly complex
- Are repeatable and produce consistent results
- Adapt to changing environments in which people and teams work
- Allow people to focus their time and energy towards achieving their goals and objectives
Systems and processes may sound dull however, high-level performers know the importance of them, allowing them to achieve their biggest goals. performance management practice, you will review the progress of these goals at the six-month point.
All the best in achieving your highest performance,
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