Thank you Andrew Fox and the 61 BTNers who made it a very interesting conversation about the good, bad and just-plain-stupid when it comes to the challenges of Performance Management Systems and their typical impact on culture, team, employee engagement, leadership (the list goes on).
A recent survey showed that 58% of execs said their process wasn't improving productivity/performance as it was only really designed as a way of rating people to manage their financial remuneration.
The general agreement seemed to be that the missing piece is the leadership training in how to more dynamically check in and coach people so they are empowered and equipped to step up.
Favourite quote of the night: "If performance evaluations were a drug, they would not get FDA approval—at least as they're done in most organisations. About 20 percent of the time they make things better, 20 percent of the time they make things worse, and 60 percent of the time, meh."
Question for you: If you were going to design a process that had the sole purpose of helping people recognise their blind-spots, develop their people and business skills, get them to aspire to more and commit to stepping up to the next level....what would that look like? And what would it take to make it happen?