Performance Management — it’s all about support!

Helping people to perform and continuously improve their ability to do this is an important part of any performance management process. Unlike machines that can be “programmed” to meet specific performance standards, people present an entirely different set of challenges.

The work of supporting the performance improvement needs of people requires a deep understanding of human nature and the different work styles and motivations that shape individuals. As a result, the way improvement support is provided can take many forms.

For example:

Support can be given by providing access to resources, coaching and mentoring others, or by helping people gain the skills and behavioral strengths they need to be effective.

Obviously, performance improvement support is one of the most challenging of performance management tasks and essential to organizational and personal success. It’s challenging because it’s during this time that leaders, managers, and those in supervisory positions work one-on-one with staff members in a highly interactive way to:

• Identify performance improvement opportunities,
• Remove barriers, and
• Seek ways to do things differently and better.

https://youtu.be/bowHUwGQLyI

For people who provide support:

• Remember to speak or communicate in ways that the person can hear and understand you.
• Make the person comfortable with you. Speak at a pace and in a tone that the person responds well to.
• Always begin with good, positive advice before ever venturing into what may be viewed as something that’s negative. There is an exception. If you have an incredibly tight professional bond with someone you work with, and you talk regularly and frequently, feel free to go directly to what concerns you. Essentially the stronger your relationship the more you can be direct and get to the point.
• Understand that providing support has two parts:
  • Part 1:
    Help the person to understand the issue, problem, or improvement opportunity
  • Part 2:
    Work with the person to develop strategies and concrete steps for making improvements.

One without the other is not helpful, useful, or motivational.