How can LDC help you create a more equitable performance management system?

We are values-driven creatures. So, when working with a client, I first support them in finding what drives them - and what triggers them. We can become incongruent with our values in some environments, or some people will bring this out in us. Feedback and feedforward highlight these blindspots, and then coaching supports the leader in behavioural change that improves their leadership and how they are perceived by their colleagues. Leadership is very much in the eye (and ear) of the follower.

Tudo come?a pela clareza, e assumir que temos pontos que melhorar. Se n?o somos honestos com nos mesmos e assumimos que devemos e podemos melhorar nada acontece. Os dados nos podem ajudar muito para nos orientar e n?o deixar somente na percep??o.

Feedback is the breakfast of champions, which makes Feedforward the protein-shake for building better leadership muscles. A 360 progress requires courage; opening oneself up to feedback requires authenticity and vulnerability. It can be triggering as it challenges our self-image, so I coach leaders through a “grief cycle” that moves them to a point where they can see the feedback as a data point to inform their action planning. Feedforward is the game changer. It’s asking stakeholders in your organisation to suggest how to improve, and then acting on those suggestions. It supercharges leadership development.

Ich glaube, dass es n?tig ist, sich davon zu verabschieden, dass zu einem perfekten und lückenlosen System übergegangen werden kann. In dem Moment, wo verschiedene Menschen an einem Prozess beteiligt sind, gibt es ?Systemfehler“ - dies liegt in der Natur der Sache. Wichtiger als zu versuchen, dies zu eliminieren, ist eher der Umhang damit: also transparent zu bleiben, die Kommunikation aufrecht zu halten und m?gliche Fehler zu deklarieren.

Standards va Expectations. This may seem semantics, but I feel that clearly communicated standards are essential for employees to own the process and their performance. “Expectations” by their very nature vary person to person. But a standard is solid. If the standard is X, and you deliver H, then you haven’t met the standard. You can call it “working towards” or whatever, but the standard has not been met. Coaching needs clarity around goals/standards to be successful.

Leistungsbewertungen müssen ausnahmslos transparent gestaltet sein. Nur so wird jede einzelne Person dazu bef?higt, Bewertungen zu verstehen und das Handeln danach auszurichten. Wenn wir aber davon ausgehen, dass mitarbeitende Personen die Leistungen auch entsprechend anpassen oder beeinflussen wollen, dann müssen wir nicht nur die Bewertung transparent aufbauen, sondern auch wie welches Ziel und welche Bewertung zu erreichen ist.

One thing that I've found helpful is to provide the tools for leaders to give good feedback. In my experience, many leaders don't have a framework to provide the valuable feedback needed for team members to grow and perform their best. It's also necessary to note that leadership development coaching is a way to make the unconscious habits conscious. By honing leaders' skills, coaching encourages open communication and constructive criticism. Leaders learn to value feedback not as a threat but as a catalyst for growth. Through guided coaching sessions, they develop the ability to actively seek and receive feedback, fostering a culture of continuous improvement.

Aus meiner Erfahrung haben sehr viele Teams den Eindruck, dass es eine Feedback Kultur gibt. Allerdings ist es fraglich, ob dies immer der Realit?t entspricht. Eine ehrlich f?rderliche Feedbackkultur hei?t für mich: - kein st?ndiges ungefragtes Feedback, sondern dort, wo es n?tig ist - generell wertsch?tzende Atmosph?re, damit Feedbacks überhaupt m?glich sind - M?glichkeit des Feedbacks nicht nur Top Down, sondern auch umgekehrt - zu erleben, dass Feedbacks auch zu etwas führen (also zB. einer Verbesserung, Probleml?sung etc.)

Ultimately, coaching conversations sit at the core of effective professional development and appraisal processes. It’s the conversations that create the culture that encourages progress, not the paperwork. I recommend using tools, such as Otter.AI to transcribe meetings, so the focus is on the conversation not on writing notes.