TrackIT Leadership Training - Leadership
The Role of the Leader
Megan Johnson
Last Update 5 μέρες πριν
By Mike Linstroth -- SHRM-SCP, VP of Business Development
This presentation outlines the critical role leaders play in performance management by emphasizing how ongoing coaching and documentation support employee growth, strengthen organizational culture, and drive overall performance.
Performance management ensures all employees are working towards common organizational goals, enhances productivity, and improves employee managment. When executed effectively, it leads to better job satisfaction, lower turnover, and improved performance across the organization.
TrackIT Performance Management is designed to support employee growth and performance in a way that aligns with your organizational objectives.
This leads to:
- Greater efficiency
- Higher productivity
- Increased employee satisfaction
By setting clear goals and measuring progress, organizations can ensure sustained growth.
MYTH: While conversations regarding performance should be private, they are not limited to Leader/subordinate relationships. Feedback should also be delivered to peers, Leaders and cross functional colleagues
Most employees want more feedback
FACT: Center for Creative Leadership study. Bosses labeled by subordinates as “Highly Effective” delivered 72% more daily feedback, and 123% more weekly feedback. The only time this isn’t true is when employees are learning a new task. In that case, frequent feedback can hinder learning and performance. Learning something new requires experimentation and learning from mistakes – and employees want to go through the whole process before you tellthem what you noticed Outcome-Based Feedback. Otherwise, employees typically want Process-Based feedback – meaning, if you noticed them doing something wrong, let them know immediately so they can quickly correct it before getting too far down the road
FACT: Non-specific feedback is not helpful.
Feedback should be equally balanced
MYTH: In truth, research shows that high performing teams (customer satisfaction, team ratings, and profitability) typically have a ratio of 3:1 or more of positive to constructive comments. For high performing marriages, research by John Gottman shows a 5:1
ratio.
You can deliver feedback, even if you haven’t observed the behavior
FACT: It is difficult, but must be done. A strategy for this. Rather than getting caught in a he said/she said argument, simply reinforce what the standard is, and set expectations for next time
Employees don’t typically want feedback on what’s not going well
MYTH: CCL research data. People wanted about 50% more negative feedback than they were getting, and wanted it more frequently. Especially negative process feedback.
Annual performance reviews are not the main avenue for feedback
FACT: Surveys show employees want more feedback, more frequently. Once or twice per year is not enough.
Asking for feedback is the best way to encourage others to be receptive to it.
MYTH: In a 2022 Harvard Business Review study, Leaders tried to increase the sense of psychological safety on the team in three ways.
1) Leaders said, “I am open to feedback, please let me know if you notice anything.”
2) Leaders said “I am working on this one specific thing, please provide me with feedback on it.”
3) Leaders said, “I’m looking for feedback on this one thing. But honestly, if you have ANY feedback for me, I am open to it.
Result? The only teams that felt more “psychologically safe to both share and receive feedback were with the Leader who had only asked for feedback on one specific thing.
