Performing without performance reviews

Why performance ratings are outdated?

?Work is not school or university.

We should not be getting marked twice a year.

The journey of self-discovery and self-development is not linked to a rating.

The better version of ourselves is not reflected in an exceeds expectations.

Fear of not meeting someone’s expectations is an outdated mechanism to lead people. Self-fulfillment and leading with purpose is.

Not everyone sees performance reviews as a process that adds value.

The workforce is getting replenished with younger people that seek different experiences from work.

People who don’t like being told if they are good or very good or exceptional based on the view of a single individual.

A conversation around “What are our aspirations? “ and how these aspirations can be matched with team’s goals has a lot more potential to enhance performance.

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So why should I work hard next year since there are no reviews?

?The essence of work is changing as the world around us is changing.

You don’t work hard because of your performance rating; you work hard because of the contributions you make, the experiences you gain and the value you generate.

The value you generate to people around you by applying yourself every day to your role. The accomplishments that form part of your CV to make you marketable in your next job interview.

Work is a collection of experiences we gain along the way as we generate value for the teams we belong, the stakeholders we support , the shareholders of corporations we choose to work for, the world and our families.

How will I get rewarded?

My assumption is we will get rewarded based on the value we generate and how we have behaved during times of adversity and ambiguity.

Some of us need a lot of hours of work to generate value; there are others though that don’t require the same amount of time.

The time we allocate in front?of a screen does not always equal to value generation.

We can solve complex problems while working out in a gym, or reflecting while having a cup of tea, or collaborating in the office or virtually.

Is how we apply ourselves that matters, how we behave to those around us while generating value and solve problems is what will determine our reward.

What will happen in the next re org?

?Performance ratings are not the only variable in the equation?that keeps people in organisations.

What keeps people in organisation is the “helping network” they have created.

The people that they have helped and supported along their journey.

The behaviors they demonstrated when the situations are not fair and integrity is not at the top of the agenda.

Is how they uphold company values when no one or everyone is watching.

The way people talk about your accomplishments when the doors close behind your back; this is what keeps people in an organisation.

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What are my tools ?as a manager to?comment on or track performance ?

The power of regular meaningful conversations?and empathy; These are the tools.

It is clear that we need to move away from a transactional performance review conversation that takes place twice a year for 45 min (if you are fortunate) to a regular two way purposefully connected conversation.

I am afraid is not easy. Managers need to become leaders, coaches, enablers, communicators, and above all supporters of others.

Leaders that understand what empathy means, create trust , are authentic servant leaders who empower others to maximise their performance by bringing to life the next iteration of themselves.

As a leader you don’t need performance reviews to manage your teams to perform. As a manager you did.

You should not be managing teams anyway; teams should be self-organising entities. You should be leading teams by setting up a clear vision and helping teams define how this vision can come to life.

The mental swift is to focus on how to influence the right level of performance; by having meaningful conversations supported by a psychological safe environment. Performance is not an one way street.

As a leader the performance of your team is a direct reflection of your leadership style and how you coach your team.

Some managers let their own biases and their own expectations of what “good looks likes” (which could be unjustified) to influence their judgment and as a result their teams.?

When we view people without biases and approach every situation our teams face with an agnostic behavior, performances will improve.

Purposefully connecting together?to deliver?pre-agreed outcomes is key. Outcomes that help individuals grow, our organisations meet strategies and promises to the world.

The power of asking someone "what I can do to support you or what I as a leader can do better ?" is more powerful than a rating.

Last thought

The only thing that remains the constant, is change. Everything around us is changing.

Our level of emotional intelligence will be measured by our ability to adopt to new ways of connecting with people and solving problems.