How transparent should I be?

“I understand that leadership requires transparency, but how do I do that? And should I be open about everything?”

Here’s a guide to transparency

Step 1: Co-create and publish a list of transparency rules (see below)
Step 2: Be transparent about your transparency
Step 3: Adjust as the culture evolves

Sometimes employees have the feeling, that the management just wrote a number (“the target is 14!”) on the inside of a glass cube, and all the employees can do is stand on the other side and see the number (“14!”). They cannot get an explanation, or a dialogue on how the number was derived. They feel alienated.You as a leader should strive to avoid this distance between management and employee.

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8 things that replaces performance reviews

Performance reviews do not work, but what to do instead?

Let’s just briefly go back to why we – per tradition – are doing the reviews/appraisals in the first place:

  1. Performance improvements: The overall purpose: Helping/pushing the employee and organization to get better results.
  2. Feedback and acknowledgement: We wish to boost people performance and motivation by providing feedback and acknowledgement – and in the same time, point out undesired behavior or other wrong doings.
  3. Compensation: We tie salary and bonuses to performance, and the review is supposed to be a fair way to calculate the compensation.
  4. Talent management: Review scores are used to compare employees, keep records and act as base for decisions regarding promotions etc.
  5. Poor performance. The review process and scores constitute a paper trail for performance improvement programs and termination.

(mere…)

Dear manager, performance reviews do not work

You are doing it with the very best intentions, and I guess that you are doing them right now, if you didn’t finalise them just before Christmas. Performance reviews.

You probably do it to provide feedback, to appreciate and acknowledge the employees and their contribution, and to make employees improve their performance. You use it as a fair tool to distribute compensations, to evaluate and keep track of talents, and less positive: you may also do it to collect a paper trail in case you need to fire someone.

The secret – which your HR organisation very likely have discussed internally for some time – is this: It does not work (perhaps except for the paper trail-thing). In best case it is useless, but in most cases it downright demotivates your employees. (mere…)