So far, you have articulated your vision for the company or organization. You have identified your circle of concern and your limited circle of ability. You have listed the tasks that can be delegated to someone else and created a list of people to whom you can delegate those tasks. You have identified and articulated the responsibility in terms of performance and objective and you have agreed contractually or what is to be done, how, where, and when.
Next, you have the responsibility to monitor performance. Now, I am not talking here about a 6 month performance appraisal. If 6 month or annual performance appraisals are all you do, please reconsider. They should NEVER be the only formal evaluation you do. I think they are terrible ineffective and not worth the effort. Get a copy of The One Minute Manager and read it. You can do so in less than an hour and then put it into practice.
Nor am I speaking here in this context of a personal evaluation for a raise or promotion like companies regularly do. You do those and they should be based on criteria you have developed for your situation.
I am speaking here of the evaluation that must be made of delegated tasks and responsibilities.
Thomas Monson – “When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates.”
Depending on the level of autonomy you’ve been able to grant, schedule periodic performance reviews accordingly. To refresh, here are the six levels of autonomy you can grant I listed in a previous article:
- “Look into the problem, report the facts to me. I’ll decide what to do.”
- “Look into the problem. Let me know of the alternatives, include the pros and cons of each and recommend one for my approval.”
- “Look into the problem and let me know what you intend to do. Don’t take action until I approve.”
- “Look into the problem and let me know what you intend to do. Plan to do it unless I say otherwise.”
- “Take action and let me know what you did.”
- “Take action, no further contact with me is required.”
Be fair. Evaluate against commonly understood criteria. Focus primarily on objectives, less so on techniques. In the end you are not as much concerned about each incremental step as you are the outcome. Indeed, there may well be steps that must be taken to meet safety, procedural, or accounting demands and there is a danger in freestyling. But all being said, you want results and within whatever latitudes you can live with, concern yourself mostly about outcomes.
You are going to evaluate objective and subjective components
- On Time – make sure everyone knows what it is.
- On Budget – how much is it and how do we count it?
- On Spec – what are all the specifications? Make sure everyone who is involved knows all of them.
- Resourcefulness – tapping into people and the physical components necessary to get the job done
- Attitude – cooperative or adversarial
- Team building – Success in enlisting cooperation and assistance from others if the job demands it.
- Communicating – providing the right information to the right people in the right time
- Conflict management – handling friction generated by time constraints, personality clashes, or confusion about roles
- Strategic thinking – the capacity to see the bigger picture and how an incremental task fits in
- Making presentations, negotiating, personal habits, friendliness, selling skills, dependability, conscientiousness, pride of work and any other traits if they are germane to the job
Any and all subjective evaluations must be defined in terms of expected outcomes. Do not rely on statistical analysis. For example, I was looking to hire another craftsman for my shop when a man came in with all the right credentials. There could be no doubt he had the hard skills for the position. When I checked references, however, I discovered he had such an abrasive manner that within a very short time he had previous workplaces in complete turmoil and disarray. I did not pursue hiring him.
Team- member evaluation
If the delegated task or the assigned position calls for working with others (almost all of them do), then soliciting the input and evaluation of others can prove useful. If you do be certain that there is never the slightest hint of retaliation or threat. When I worked for a major home improvement retailer the store managers got a lot nicer in August because the corporate evaluation forms hit our store in September. When the forms did come, you had to go to the HR guy who gave you the one with your name on it. Inside there was a code you punched in to a computer program to access the evaluation. Many, if not most, employees flavored their evaluations more favorably to the store because they did not believe that the evaluations were anonymous and they feared retaliation. The store should have provided a box full non-personalized access codes, enough for every employee in the store. Then when an employee came in s/he drew one of the codes, entered it, and completed the evaluation. The corporate suits would have an honest evaluation from that store and the employee would be anonymous. Instead, they actually believed their entries were tied to the number which was identified to be them.
I’ll be honest here and tell you I have never found this to be very reliable. It takes a very self-aware and psychologically secure person to provide a self-evaluation of merit. You can discover how another feels they did and get an idea of their soft-skill attribute of awareness. You can discover how confident they might be. And on occasion you will learn how things are going. But, that being said, this is a tough area to evaluate and I never relied much on it. I did not discount it altogether because it is important to give an associate their say.
The element of evaluation should be discussed and agreed upon at the time the task is delegated or the position is assigned. Institute a no surprises policy. The worst thing you can do is what Kenneth Blanchard calls the “let alone – zap” method of management which means you say nothing until something goes wrong then you lower the boom. Define what is to be done and how you BOTH are going to determine the degree of success or failure.
The element of accountability is next. See you on Thursday.