So, another year is about to begin. Who knows what it may hold? For some, they approach it with trepidation. Others can’t wait to get started and to grab the opportunities that the new year will generate. It is a time when many people make plans and resolve to make changes, yet so many of those dreams will be but memories before January is out.
Every call to adventure is acted upon by two opposing forces. In one direction we can choose to embark on the adventure, to take the journey into the unknown and face the uncomfortable challenges that will inevitably lie ahead. In order to make this choice, the force of reward must be sufficiently strong to overcome the opposing force of inertia, the appeal of the status quo or the comfort zone we have become used to.
I spend a lot of time in workshops and working one on one with people who know that they are in a bind. They know that their current world is less than satisfactory. They recognise that changes would be positive and could make life better in so many ways. And yet, there is no guarantee that people will make the necessary commitment to move away from the world they inhabit, to make the journey that is necessary to gain the reward, the change, the life that they would prefer.
People know they would be healthier if they gave up smoking, that they drink a bit too much alcohol, that they don’t exercise as much as perhaps they could, or that they are in a dead-end job and a change would breathe new life into their career. They may even make a resolution each New Year to do something about it. Some may even get as far as joining a gym, giving up smoking or drinking for a while, or actively seeking job vacancies on the internet. And that does demonstrate some level of recognition that change may be attractive. So, why are so many of these attempts aborted so early? What is missing when people embark on these annual failed excursions, which rarely mature into fully fledged adventures resulting in transformation? Continue reading →
If, as is reported, as many as one third of U.S. companies have abandoned the traditional appraisal system (ref:The Performance Management Revolution), and the signs are that more and more are joining the revolution, what is the future of performance management? How will companies ensure that people do what is expected of them in the future? How will managers know who’s good and who’s not? How will they advise on development, or decide who to sack and replace?
Major players such as Dell, Microsoft and IBM, as well as previous champions of the
forced ranking system such as GE, are at the vanguard of new approaches to retaining and developing talent. These companies are responding to many issues and criticisms which have been levelled at traditional performance management systems. In some organisations they have become enormous consumers of people’s time. With the move to
flatter organisational structures and virtual or globally dispersed teams, supervisors have had to contend with larger and larger teams. The answer to this problem in some companies has been to turn the job of performance management over to ‘specialist’ people managers, who do little else other than manage the entire cycle, quarter after quarter. Ranking, levelling, forced distributions, identifying rising stars, identifying laggards, assessing delivery against stretch targets, calculating the distribution of the bonus pot, and starting the whole cycle again. This has become an industry in its own right, and one that delivers no core benefit to the customer or the shareholder.
A number of factors have played a part in driving the shift we are now seeing. Continue reading →
To me, teamwork is the beauty of our sport, where you have five acting as one. You become selfless ~ Mike Krzyzewski
Much continues to be written about what marks out successful teams from those that fail. Most of us can think about our own experiences of both, and, no doubt, recall factors that contributed to both positive and negative experiences.
The Olympic Games in Rio de Janeiro have been providing us with thrilling achievements, but while they shine a light on athletic stars and big names such as Usain Bolt, Simone Biles and Laura Trott, I am fascinated by the armies of unsung heroes. Team members who are vital parts of the success but who do not receive the same media attention. This can be coaches, trainers, physios and sometimes fellow athletes, who sacrifice themselves for the greater good. They may not receive the Olympic medal or the adulation, but their contribution is vital, often displaying a level of selflessness that appears extraordinary. I have touched upon the role of the ‘domestique’ in team cycling in previous posts, which illustrate this point further.
But, let’s take a closer look at this. The mental state required to achieve this is one of ‘selflessness’. And, to exist happily in this state, one must be more concerned about achieving the eventual outcome than about personal recognition for it being achieved. In other words, the outcome is the most important thing, not your own psychological state.
“It’s not the despair, Laura. I can take the despair. It’s the hope I can’t stand. ~ John Cleese (as Brian Stimpson in the film Clockwise)
Those who know me well will know that I am a long-suffering Scotland football fan. I have followed the national team for more years than I care to remember. Anyone who knows anything about sport in general, and perhaps football in particular, will recognise the dilemma that most football fans face. That is, they cannot always ‘choose’ their team. As a professional coach and a psychologist who spends most of his life spreading the message that we all have choice, this does not sit well with ‘what I know’. Why don’t I simply support Barcelona, Bayern Munich, Argentina or whatever team is top of the division on any given week? That would be easy. It would take away a lot of the pain and disappointment that inevitably occurs when you follow Scotland’s world cup and euro championship qualification ambitions.