In my performance management training, I am often asked to cite research that supports effective performance management practices.
Well, here are some studies. Academic studies revealed that meaningful dialogue (Bouskila-Yam and Kluger, 2011), adopting a coaching mindset (Grant, 2017), and fostering psychological safety (Edmondson, 2019) are essential for enhancing individual and organisational performance. While performance management systems are important, the effectiveness of performance management lies not in systems or policies but in the quality of conversations and feedback.
Here are 3 tips to maximize the impact of performance conversations:
1. Power of Conversational Quality: Managers should avoid ‘negative’ comments on personal traits, past mistakes and prioritize conversational quality by using active listening, empathy, and actionable feedback.
2. Coaching Mindset: Shift from evaluative to developmental discussions to build trust and employee accountability.
3. Safety in Conversations: Create an environment where employees feel safe to voice their ideas and challenges.
Tip 1: The Power of Conversational Quality
Performance conversations must go beyond performance reviews to foster deeper connections and insights on learning and growth. According to Bouskila-Yam and Kluger (2011), high-quality conversations that include active listening, empathy, and a focus on personal development significantly enhance employee performance and engagement. Their research shows that focusing feedback on task-specific behaviors rather than personal traits leads to improved outcomes. Such conversations enable employees to feel supported, promoting a culture of learning and growth.
One method that I recommend is the What? So What? Now What? method. This reflection method is easy to use and encourages reflection. At the What? level ask questions such as, ‘What happened?’, ‘What did you observe?’, ‘What facts do we have?’ The intention is to discover the details and facts of the incident or event without pre-conceived solutions, judgements or interpretations. Avoid asking leading questions or questions with hidden assumptions.
Next, at the ‘So What’ level, drill deeper to ask questions such as, ‘What stood out for you?’, ‘What did you learn from this?’, ‘What assumptions drove your actions?’, ‘What was significant for you?’, ‘What was odd or struck you about this?’, ‘What do all these mean to you?’, ‘What worked, what did not?’ The intention of asking these questions is to foster a spirit of reflective inquiry and surfacing of assumptions and actions that were effective in handling the incident or situation.
Lastly, ‘Now What?’, ask questions such as, ‘What is the success we want next time?’ ‘What can we learn from this experience so that we can do this better next time?’, ‘What useful assumptions can we adopt next time?’, ‘What would we do differently next time?’ The intention of these questions enable employees to move towards adopting and applying the effective actions in future.
Tip 2: Adopt a Coaching Mindset
Encourage managers to shift from a ‘task-focused’ overseer to a ‘people-focused' performance coach by conducting coaching-oriented conversations that are centered on collaborative problem-solving and future-focused goals enhance employee motivation and capability. Managers who adopt a coaching mindset are better equipped to build trust, facilitate employee ownership of goals, and nurture a sense of accountability (Grant, 2017). This aligns with findings that employees who perceive these discussions as developmental rather than evaluative are more likely to stay engaged and improve performance.
Tip 3: Foster Safety in Performance Conversations
Lastly, managers can improve the quality of their performance conversations by fostering an environment where employees feel secure to express themselves without fear of negative repercussions. Performance conversations that foster psychological safety encourage employees to share challenges, provide honest feedback, and experiment without the fear of failure (Edmondson, 2019).
Performance management is not just a mechanical process of evaluation but a dynamic interaction rooted in meaningful conversations and actionable feedback. By leveraging insights from these three tips, you can foster an effective performance conversation culture that not only enhance productivity but also nurture growth, trust, and innovation.
For more insights check out other blog posts on how performance management training can help in performance conversations.