Performance is enhanced by agreed achievements. Encourage, measure, and expect achievement. Then, given that achievement lies beyond the call of duty, reward it – in word, deed and public accolade. That should be the cornerstone of your performance reviews, says management specialist Mario Pretorius in today’s tip. GK
Distinguish between achievements and work done.
Achievements are beyond the call of duty. They haven’t been done before; and they have significant impact on the firm. Reward these achievements. Encourage them; expect them; and measure them.
There is no substitute for self-worth than to have one’s achievements measured, rewarded and commended. Perhaps you should consider a system of rewarding such achievements company-wide.
The basis thereof is twofold: challenge the would-be Seal on what we will achieve and when.
Then measure this against time expectations and original intent. Reward appropriately with word, deed and public accolade where necessary.
This should form a cornerstone of your annual or hopefully more frequent, performance reviews. Performance is enhanced by agreed achievements. Of course you should steer the aspirations towards those areas in the forest that would bring the best timber home.
Work done is what gets paid for. That this is the minimum standard of output. The oiling of the gears and tuning the engine. It is the achievements that stand out, and they may not necessarily be related to the position. Tech manager want to do a monthly Tech Update newsletter? Yip.
Re-order the storeroom to resemble a Formula One fastest output? Sounds good too. Elevate their expectations, grow their confidence – how on earth will you resist their expectation of salary increases when you know that you received far more value?
Eliminate the pre-work syndrome; the preparation for; the trying-to-do; the getting ready and waiting-for virus. How much action can you expect from an average office worker? Four hours per day? The rest may be emails and interruptions. Set them straight on what’s expected by noon. The rest of the day is then not your concern – but their opportunity of acquiring more info or skills if they choose to spend the time well.
This tip is an extract from the manuscript of “The Unconventional CEO: Common sense outside of conventional Management thinking” (by Mario Pretorius).
, MI 1982
