Top three reasons to learn how to manage people’s performance
Managers often say that they love everything about their job… except the ‘managing people bit’. One of the most important parts of your role as a manager is to manage people’s performance. Today we’re sharing the top three reasons why this is sink or swim territory for managers.
Reason 1. You give people the opportunity to ‘get it right.’
Often people quake in their boots when they hear the phrase ‘performance management’. As a manager, it’s important that you give your people the opportunity to know ‘what good looks like’ and provide a pathway to that ‘good’. In essence, allowing them the opportunity to ‘get it right’.
If you don’t know how to manage people’s performance, you’ll lack the confidence to address tasks, behaviour or outputs that are coming in just below par. You’ll find work is performed incompletely, late or not at all. Or you’ll find work tasks are complete, but the manner in which they are completed is a problem, with inappropriate behaviour displayed in getting things done.
The good news is it doesn’t have to be all ‘bad feelings’ and pistols at dawn. Managing people’s performance ultimately cultivates an open and supportive management relationship – which underpins collaborative team relationships and supports win-win outcomes.
Reason 2. You keep your great performers on board, engaged and motivated.
Did you know that managing good performance is even more of a skill and a process than managing poor performance? If your star performers are not adequately managed, they’ll become disengaged, or will leave. And leaving is the best scenario here, because, if you think of your team as a crew of people sailing a boat, your badly managed top performers don’t just become quietly demotivated and hang about with their oars in the air enjoying the scenery. Not at all, they quickly go from being the best paddlers of your boat to the ones sabotaging it and actively trying to sink it.
Knowing how to manage people’s performance can avoid a costly rehiring and retraining experience at best, and a disastrous experience at worst.
Reason 3. You’ll be able to do your job properly and fulfil your potential.
As a manager, your job is to ‘get stuff done’ through others. If you don’t know how to manage people’s performance, you won’t be able to develop them enough to be able to trust their capacity to delegate to them adequately.
This means you’ll end up doing too much repeatable, routine task work and having your hands on the ‘stuff’ all the time. You’ll never have enough of your time free to do the ‘people’ work, let alone the ‘conceptual’ work of your role. This means you’ll be forever stuck in maintenance mode, rather than having time and space to innovate, look for greater opportunities and strategise. And the short, sad, story here is that you’ll find your career stalling as a result.
If you want to give your people the opportunity to ‘get it right’ more often, if you want to have a team of great performers and if you want to progress your own career… learning how to manage people’s performance needs to be at the top of your professional development list!