Performance-Based Management

235 Pages·1.638 MB·English

hale_fm.qxd 8/26/03 11:30AM Pagei
About This Book
Why is this topic important?
Every day first line managers and supervisors struggle with deficiencies and inequities
in their organization, their leadership, and their people. The book recognizes that defi-
ciencies exist, yet focuses on those things that first line managers and supervisors can
do to be more effective.
What can you achieve with this book?
The book serves as a working guide. It is full of proven, practical guidelines, tools, and
tips to overcome deficiencies and inequities, whether they are in the organization, the
leadership, or the employees. The guidelines and tools on the accompanying CD can be
immediately put to use or modified to accommodate unique situations.
How is this book organized?
The book is organized around the four major roles of first line managers and supervi-
sors. There are two chapters dedicated to each role. The first role is to provide direction.
The chapters explain how managers and supervisors can provide direction whether or
not they have been given clear direction themselves. The second role is to communicate
expectations. The chapters explain how to identify behaviors that lead to results and
how to measure performance. The third role is to equippeople with skills, information,
and tools so they can succeed. The chapters explain how to orient new people to the
job, how to help them get the most from training, and how to make use of quick refer-
ence guides so people avoid mistakes and perform more consistently. The fourth role is
about how to steer or keep people on course through feedback and incentives. The
chapters explain how to take the pain out of giving people feedback and how to rec-
ognize and reward behaviors that produce results.
hale_fm.qxd 8/26/03 11:30AM Pageii
About Pfeiffer
Pfeiffer serves the professional development and hands-on resource needs of
training and human resource practitioners and gives them products to do their
jobs better. We deliver proven ideas and solutions from experts in HR devel-
opment and HR management, and we offer effective and customizable tools
to improve workplace performance. From novice to seasoned professional,
Pfeiffer is the source you can trust to make yourself and your organization
more successful.
Essential Knowledge Pfeiffer produces insightful, practical, and
comprehensive materials on topics that matter the most to training
and HR professionals. Our Essential Knowledge resources translate the expertise
of seasoned professionals into practical, how-to guidance on critical workplace
issues and problems. These resources are supported by case studies, worksheets,
and job aids and are frequently supplemented with CD-ROMs, websites, and
other means of making the content easier to read, understand, and use.
Essential Tools Pfeiffer’s Essential Tools resources save time and
expense by offering proven, ready-to-use materials—including exercises,
activities, games, instruments, and assessments—for use during a training
orteam-learning event. These resources are frequently offered in loose-leaf or
CD-ROM format to facilitate copying and customization of the material.
Pfeiffer also recognizes the remarkable power of new technologies in
expanding the reach and effectiveness of training. While e-hype has often
created whizbang solutions in search of a problem, we are dedicated to
bringingconvenience and enhancements to proven training solutions. All our
e-tools comply with rigorous functionality standards. The most appropriate
technology wrapped around essential content yields the perfect solution for
today’s on-the-go trainers and human resource professionals.
Essential resources for training and HR professionals
www.pfeiffer.com
◆
hale_fm.qxd 8/26/03 11:30AM Pageiii
Performance-Based
Management
What Every Manager
Should Do to
Get Results
Judith Hale
www.pfeiffer.com
hale_fm.qxd 8/26/03 11:30AM Pageiv
Copyright © 2004 by John Wiley & Sons, Inc.
Published by Pfeiffer
An Imprint of Wiley.
989 Market Street, San Francisco, CA 94103-1741 www.pfeiffer.com
Except as specifically noted below, no part of this publication may be reproduced, stored in a retrieval
system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording,
scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States
Copyright Act, without either the prior written permission of the Publisher, or authorization through
payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood
Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the web at www.copyright.com.
Requests to the Publisher for permission should be addressed to the Permissions Department, John
Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone],
e-mail:[email protected].
Certain pages from this book and all the materials on the accompanying CD-ROM are designed for
usein a group setting and may be customized and reproduced for educational/training purposes. The
reproducible pages are designated by the appearance of the following copyright notice at the foot of
each page:
Performance-Based Management. Copyright © 2004 by John Wiley & Sons, Inc. Reproduced by
permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com
This notice may not be changed or deleted and it must appear on all reproductions as printed.
This free permission is restricted to limited customization of the CD-ROM materials for your
organization and the paper reproduction of the materials for educational/training events. It does not
allow for systematic or large-scale reproduction, distribution (more than 100 copies per page, per
year), transmission, electronic reproduction or inclusion in any publications offered for sale or used for
commercial purposes—none of which may be done without prior written permission of the Publisher.
For additional copies/bulk purchases of this book in the U.S. please contact 800-274-4434.
Pfeiffer books and products are available through most bookstores. To contact Pfeiffer directly call our
Customer Care Department within the U.S. at 800-274-4434, outside the U.S. at 317-572-3985 or fax
317-572-4002 or visit www.pfeiffer.com.
Pfeiffer also publishes its books in a variety of electronic formats. Some content that appears in print
may not be available in electronic books.
Printed in the United States of America
ISBN: 0-7879-6036-5
Library of Congress Cataloging-in-Publication Data
Hale, Judith A.
Performance-based management : what every manager should
do to get results/Judith Hale.
p. cm.
Includes bibliographical references and index.
ISBN 0-7879-6036-5 (alk. paper)
1. Management by objectives. 2. Performance. 3. Supervision of
employees. I. Title.
HD30.65.H355 2004
658.4'012—dc21 2003008893
Acquiring Editor: Matthew Davis
Director of Development: Kathleen Dolan Davies
Editor:Rebecca Taff
Senior Production Editor: Dawn Kilgore
Manufacturing Supervisor: Bill Matherly
Interior Design: Joseph Piliero
Cover Design: Laurie Anderson
Illustrations:Lynn Kearny and Richard Sheppard
Printed in the United States of America
Printing 10 9 8 7 6 5 4 3 2 1
◆
hale_fm.qxd 8/26/03 11:30 AM Page v
Contents
List of Figures / ix
CD-ROM Contents / xi
Preface / xiii
Introduction / 1
Chapter 1 How Leaders Set the Direction / 9
Performance Improvement / 10
Common Missteps / 10
Leadership / 11
Goals, Objectives, and Outcomes / 13
Messages and Direction / 21
Consistency / 21
Off the Cuff / 24
Tips / 30
Summary / 31
Where to Learn More / 32
Notes / 32
Chapter 2 How to Provide Direction / 35
Performance Improvement / 35
Common Missteps / 36
Governance / 37
Endorsement and Legitimacy / 42
Operational Protocols / 43
Tools and Techniques / 44
Tips / 54
v
hale_fm.qxd 8/26/03 11:30AM Pagevi
◆
vi Contents
Summary / 54
Where to Learn More / 54
Notes / 55
Chapter 3 How to Set Expectations / 57
Performance Improvement / 58
Common Missteps / 58
What Sets Expectations / 59
Where to Find Measures / 63
What to Measure / 65
Jobs and Measures / 67
What to Use for Comparison / 74
Tips / 74
Summary / 75
Where to Learn More / 75
Note / 75
Chapter 4 How to Identify Behaviors That Lead to Performance / 77
Performance Improvement / 77
Common Missteps / 78
Competencies and Competency Statements / 78
Using Competencies to Select People / 83
Tips / 86
Summary / 86
Where to Learn More / 87
Note / 87
Chapter 5 How to Use Orientations and Training Effectively / 117
Performance Improvement / 117
Common Missteps / 117
Orientation / 118
Readiness Check / 119
Training / 122
Tips / 130
Summary / 130
Where to Learn More / 130
Chapter 6 How to Use Job Aids to Support Performance / 133
Performance Improvement / 133
Common Missteps / 134
Job Aids or Quick Reference Guides / 134
Standards, Work Rules, and Procedures / 145
hale_fm.qxd 8/26/03 11:30AM Pagevii
◆
Contents vii
Tips / 152
Summary / 152
Where to Learn More / 152
Notes / 152
Chapter 7 How to Make Giving Feedback Less Painful / 155
Performance Improvement / 155
Common Missteps / 156
Performance Problems / 156
Feedback and Coaching / 157
Why We Give Feedback / 158
Why Giving Feedback Is Difficult / 159
System Solutions / 159
Human Connection / 169
Performance Appraisals and Feedback / 170
Tips / 175
Summary / 176
Where to Learn More / 176
Note / 177
Chapter 8 How to Recognize and Reward People / 179
Performance Improvement / 180
Common Missteps / 181
Leading and Lagging Indicators / 181
Leading Indicators / 183
Lagging Indicators / 187
Recognizing the Unseen and the Unclean / 188
Peer Recognition / 190
Compensation / 192
Meaningful Work / 193
Aligning Incentives / 193
Tips / 197
Summary / 198
Where to Learn More / 199
Notes / 199
Index / 201
About the Author / 217
How to Use the CD-ROM / 219
Pfeiffer Publications Guide / 223
hale_fm.qxd 8/26/03 11:30AM Pageviii
◆
hale_fm.qxd 8/26/03 11:30AM Pageix
List of Figures
Figure I.1 Leadership Roles for Performance / 5
Figure 1.1 Leadership Roles / 8
Figure 1.2 Ripple Effect of Goals and Objectives / 12
Figure 1.3 Hierarchy of Goals and Objectives / 13
Figure 2.1 Leadership Roles / 34
Figure 2.2 Governance Structure / 41
Figure 2.3 Sample Cross-Functional Chart / 46
Figure 2.4 Cross-Functional Chart / 51
Figure 2.5 Sample RASCI Chart / 53
Figure 3.1 Leadership Roles / 56
Figure 3.2 Three Ways to Measure Job Performance / 68
Figure 3.3 Measures Worksheet / 72
Figure 3.4 Means and Evidence / 73
Figure 4.1 Leadership Roles / 76
Figure 4.2 Comparison of Leader Behaviors / 79
Figure 4.3 Behaviors Across Roles / 80
Figure 4.4 Performance Checklist Template / 82
Figure 4.5 Sample Form to Interview for Project
Management Skills / 85
Figure 5.1 Leadership Roles / 116
Figure 6.1 Leadership Roles / 132
Figure 6.2 Sample Worksheet: How to Balance
Your Checkbook / 136
Figure 6.3 Sample Array: Candy Box Lid / 137
ix