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Focusing on the Negative Never Works
Dec 14I’ve written dozens of times here at KnowHR about why I’m so against the standard performance management processes. In total, it’s because I’ve never seen negative reinforcement work for long. Anyone who has taken Psych 101 knows it doesn’t. So here’s what I’m asking companies to do: Dump documenting the bad stuff.
It would be really simple. If you’re serious about performance management being a way to get the most out of people, what good can come from the “7 Good Things and 3 Bad Things” approach to performance management? Here’s an idea: Write down 10 good things. And have your managers tell people daily what they’ve done right.
How about that for a start? It wouldn’t be that hard. I’d personally write you a note and thank you if you did.
About the Author
Frank Roche
Frank started IFRACTAL over 7 years ago with Sarah Chambers. Together, they've created HR communications and HR software for some of the world's leading companies. Frank is also studying Flamenco guitar and origami.
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Frank I don't know if I agree. Heck if my wife didn't tell me how to be a better husband and father, I would probably be the same old jamoke I always am! How can we expect to improve the negative if we are not aware?
Mark…lol…aware, yes; dinged for it in the 7 good/3 bad doesn't work. I'm not against a little course correction along the way…I can certainly use it.
Frank, You're preaching to this choirboy. The best manager I ever knew, met with each of his direct reports every week and told them the things they did well and the things that they might have done better. The latter part was more of a coaching opportunity that always came across as positive.
Frank, I admire the concept of all positive feedback. I remember my most inspiring managers and that was their focus. I also am against Gotchas.
And yet I am facing for the second year in a row the most difficult performance reviews of my career. I am manager to a person talented in many ways, who works hard and is a good person. Yet he will not be able to reach his stated career goals without being able to change his approach to client work in a material way. This is a trees person who needs to learn how to see the forest.
We had this conversation last year and many times during the year. The feedback will have positive elements but will need some fundementally negative ones— unless one of your readers has some approach that I am unaware of to positively state that he is not doing what he needs to.
Rick,
I think that Frank is mainly talking about the Annual Performance Review thing (I may be wrong). I don't see anything wrong with coaching that says something like this – “We've talked about how great a person you are in these areas, blah, blah, but we've also talked how this position requires superior customer relations skills that uses X approach. Your Y approach is interesting, but not what we need here at ABC company. I've enrolled you in this new seminar, “Fantastic Client Relations,” and I want you to come back with your plan on how you are going to implement what you learned. Meet with me on March 2nd with your plan.”
Not sure if this is what fits your need. Hope it helps. Ron
Frank: One of the intriguing insights I've gained teaching people to do appraisals is that most of us are trained to identify the negative–what's wrong. But few of us have been trained to see what's going right. Actually, that takes training also–and plenty of feedback on the process. But the payoff is, as you intimate, is extremely significant.
Prior to the annual review ask your reports to evaluate there own performance – item by item in priority ity order. At the face to face listen and compare and listen some more and come to a mutual agreement. If not possible express your expectations and say they are negotiable if new data/ circumstances happen.