Managine the Ten Commandments

Hillis, Laurie (200?) Managing the Ten Commandments. Banff Leadership Center, 3p.

The failure of PM systems may hinge on:

  • A lack of support from top management;
  • A culture that doesn’t support people development;
  • An inherent “Theory X” approach to the traditional processes;
  • A lack of understanding of the nature and needs of the new workforce;
  • A non-systems approach overemphasizing an individual’s ability to influence the system.

The 10 commandments of Performance Management

  1. Thou shalt align team, department, business unit, and individual goals to the organization’s overall goals.
  2. Thou shalt tie a large part of managers’ own performance assessment to how well they lead the performance management process.
    1. Articulate organizational vision, mission, and values;
    2. Develop standards at team and individual levels;
    3. Provide feedback;
    4. Encourage personal responsibility and accountability;
    5. Coach;
    6. Assess performance;
    7. Provide on-going learning opportunities;
    8. Develop competencies;
    9. Remove obstacles;
    10. Plan for the future.
  3. Thou shalt go out of the way to get the right people.
  4. Thou shalt allow thy employees to fail.
  5. Thou shalt involve thine employees in the design of the performance management process.
  6. Thou shalt base performance decisions on actual work results, not on personality traits.
  7. Thou shalt “decouple” the traditional review.
  8. Thou shalt not succumb to the temptation simply to design a form and call it a performance management program.
  9. Thou shalt provide learning opportunities. Leaders, managers and supervisors need to learn how to give and receive meaningful performance feedback.
  10. Thou shalt treat people as adults and with respect.
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