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Performance Management: Creating a Feedback Culture

Performance Management: Creating a Feedback Culture

If only businesses had the same knack for cultivating human performance as other performance-driven professions such as the sports and arts industries. It’s not that the effort or good intentions aren’t there. Not at all. Businesses have long been investing plentiful resources in hopes to maximize employee performance. And while they are providing training, performance reviews and incentives, it’s the kind of feedback, instruction and practicing-to-advance (until it hurts) that is inherent to sports and the arts which has eluded organizations since the birth of bureaucracy.

So why doesn’t the same kind of performance management on the stage or field translate into the workplace? In a word? Perception. In two? It’s hard.

Unlike in corporate America, the professions where people “perform” for a living, coaching is not seen as a bad thing, nor is feedback. Criticism isn’t even considered negative. In fact, the performers rely on it, appreciate it, crave it and apply it. Why? To become better at what they do.

On a cognitive level, businesses get that. But in practice, it’s another story entirely. While companies send a message to employees that performance is everything, it’s a mixed one at best, because they don’t know how to execute a strategy that aligns what they say with what they do. So when it comes time to actually confront what it will take to drive talent forward and shape skills, organizations by nature, shy away.

Think about it. For every move an athlete makes, scrutiny is attached and corrections are made when necessary. Or, take a ballet class for instance. Dancers are told when they execute something well and also when they don’t, not to make them feel bad, but to help them perform better the next time. The instruction itself is the bridge to achievement that produces results that please everyone; from the performer, to the teacher/coach to the audience. It’s a simple and straightforward story of improvement, progression and reaching the next level that leads to the kind of optimal performance that most businesses want, but only a few obtain. Instead, feedback exists in corporate America today as something to fear, dread and hate.

The best thing organizations can do is start to dispel the myth that feedback is bad by not tippy toeing around it. Adopting avoidance as a strategy will only ensure that both individual and organizational potentials are never met. So the key is to take a page from the handbooks of the pros and create cultures where employees want to hear the truth about how they are doing, not only for the good of their own performance, but also for the good of the “game.” It is no small undertaking, but one well worth the “sweat.”

A three-pronged approach:

1. From an individual perspective, it is critical that people don’t take feedback personally. Take it as a means of learning.
2. From the team perspective, managers need to provide coaching in the spirit of improving performance, not naming flaws or faults or trying to change what makes someone who he/she is. Use it as a means of instruction.
3. From an organizational perspective, companies need to recognize and reward people who have the courage to remain open to giving and receiving constructive performance feedback. Exploit it as a way to develop talent and manage performance.





Performance Management Creating a Feedback Culture - To learn more about this author, visit Donna Flagg's Website.

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David Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns.  David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website

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(Visit Donna's Website) Donna Flagg spent 15 years in sales, management and training before becoming a consultant specializing in organizational development and its relationship to business results. Her management career began in sales at CHANEL, and before branching out on her own to launch Krys alis, she spearheaded a new training function within the Investment Banking Division at Goldman Sachs. After earning a BA from Rutgers University and gaining experience on the front lines of Corporate America, Donna went on to attend New York University’s Graduate School of Education where she obtained a Masters Degree in Organizational Development and Human Resource Management, and a post graduate degree in Business Education. She has also been a visiting instructor and speaker at New York University through Delta Pi Epsilon. In addition, she speaks at various conferences including those conducted by The Business Leadership Network and The Conference Board. Donna is currently a blogger on ExpertBusinessSource.com and frequently quoted in the press for her workplace expertise. She has also been a guest on The Big Idea with Donny Deutsch, Life’s Work with Lisa Belkin and The Joan Hamburg Show.  Her first book on workplace communications titled, Su rviving Dreaded Conversations comes out this fall.

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