Facing resistance from senior executives on a new performance evaluation system?

Resistance is Golden, and so mine it! I would do action research monitoring for the 5 Gestalt Resistance's (Rick Maker's - "Beyond the Wall of Resistance") - and lean into it without being taken hostage by it. I feed the raw data to leaders so they can see their collective resistances and decide the direction while simultaneously learning the skill of integrating their differentiation. This supports owning their sovereignty and learning how to honor the sovereignty of their organization members. For next steps, I would use a humanistic approach rather than the linear suggestion by AI (Its Achilles Heal) which works well only if their left hemisphere has not colonized their right and thus shadowed their body, heart and soul intelligence.

Do not forget to start with “why?”. Why is the new system needed? And why now? They also need to know “what stays as it is, what are kept in the new system.” Explaining who is or will be involved in the design phase, would be beneficial too. The contribution of different segments and cross checks with them would make the system more healthy. Which pains are targeted with the new system shall be clarified. And who are the sponsors of the system? Are the top leaders aware of it and are they sponsoring the process? Explaining in a big meeting and expecting them to understand it well at once is a dream. Let them to talk and reflect about it and do not get tired from intense communication.

Understanding senior executives' concerns about a new performance evaluation system is crucial: - Engage in dialogue to uncover their apprehensions. - Identify worries about implementation time or accuracy. - Listen actively and validate their feelings to show empathy. - Address specific issues to alleviate concerns and foster receptiveness to change.

Pour faire face à la résistance des dirigeants envers un nouveau système d'évaluation de la performance, commencez par identifier les préoccupations spécifiques qu'ils ont. Communiquez clairement les avantages du nouveau système, en soulignant comment il peut améliorer la transparence, la motivation et les résultats de l'équipe. Impliquez les dirigeants dans le processus de mise en ?uvre en sollicitant leurs avis et en les incluant dans les phases de conception et de déploiement. Fournissez des exemples concrets de succès d'autres organisations qui ont adopté des systèmes similaires. Offrez des formations et un support continu pour faciliter la transition et répondre aux questions ou aux inquiétudes.

Highlighting the benefit of the new performance evaluation system can help gain executive buy-in: - Show alignment with company strategic goals. - Emphasize valuable insights into employee development. - Explain how it drives engagement and continuous improvement. - Connect benefits to outcomes that matter to executives, like increased productivity and better decision-making.

Engaging senior executives in the development of a new performance evaluation system can enhance buy-in & support: - Invite leaders to contribute insights and shape evaluation criteria. - Foster a sense of ownership by involving them in the process. - Ensure the system reflects departmental realities through their input. - Leverage their support and advocacy by valuing their expertise.

A pilot program that embodies simplicity and elegance. Select a team that thrives on innovation and let them test the system. Start small, but think big. As you gather data, highlight the transformative results and the human stories behind them. Show them how this system can drive long-term growth and efficiency. But it’s not just about numbers; it’s about creating a culture of excellence. When they see the elegance and the potential for transformative change, their resistance will turn into enthusiasm!

What’s any executive’s most valuable asset? It’s their time. A well designed PM system will help point out your most capable talent. When you know who those folks are, you can construct a program to delegate your work to them. That creates bandwidth for you to use your newly found time to focus on the strategic work you’re supposed to be doing. #relevantHR

Most of us would rather get a colonoscopy than a performance eval. They're work, and not particularly enjoyable. Yet, as with the colonoscopy, we get some insight about what's working or not. We do disservice in providing more data than we can coach someone on. As a leader, I want my teammates coming away feeling appreciated for the 1 or 2 things they're doing really well, & clarity on 1 thing I'm Committed to helping them improve. I also want us to talk about their career ambitions and how I might be of help to them. With better focus, reviews should take < 90 minutes to plan and have a meaningful discussion. Managers with 9 teammates, doing 2 reviews/yr. will need < 30 hours/yr. to do ALL of them, and will achieve real ROI for a change.