When I was a child, I remember playing with a wind up toy that would walk in a straight line until it hit a wall. Once it hit a solid object, it would turn in a different direction until it ran into something else, when it would divert itself once again. That is how many of us tend to operate from day to day, reacting to each challenge and given task until something else demands our attention. Sometimes this is exactly what we need to be doing. But over time, this kind of reactive behavior becomes draining and unfulfilling. We need to have some purposeful direction in mind that allows us to feel as though we are progressing toward something worth working for. This is the true aim of performance planning.

So if you are unsatisfied with the way your organization goes about doing this – if the templates and processes feel arbitrary and hollow, add some depth to them on your own. You can do this in many ways. First, you must find a way to make the process meaningful for yourself. Take some time to reflect on where you have been going, and in what areas you feel you would like to strengthen in order to get there. Where are your rough edges? What are the things you would like to be able to do better? Do you have trouble talking about sensitive issues? Would you like to better control your temper? Do you have a hard time speaking up and presenting your ideas? Need to build better relationships with the people around you? Pick three major areas that you would like to improve.

Now, think of what you have to gain if you succeed in each of these three areas. What would you be able to do that you have not been able to do so far? In what ways would it allow you to be a better leader, or a better person? What would it allow you to do for your organization? And what are some everyday actions you can commit to that will help you to move toward these goals? What are some thoughts or beliefs that you need to focus on in order to succeed? What kinds of projects or experiences could you seek out that would help you to develop the intellectual muscles to achieve success in these areas?

Once you have done this for yourself, you can have conversations with others to help them do the same. Until you find a way to look at the process that you truly believe in, you will never have success getting others to buy in. But when you find a way to make the process meaningful, you will appeal to others’ need for significance and purpose in their work and you are playing a whole new game. This process becomes even more valuable if you commit to keeping it alive throughout the year. Rather than filing these developmental goals until the end of the year, commit to having regular conversations about the progress people are making toward their goals. Give them feedback when you see them engaging in behavior that is helping them to move closer. And coach them to make adjustments when necessary as well.

Performance management is so much more than forms and boxes. At its heart, it is about establishing a connection with people that allows their work to transcend the mundane and be a part of something bigger than themselves - and to become better people in the process.

Would you like to receive monthly articles written to address the most significant challenges and opportunities of leaders? Take 5 minutes now to complete a survey at http://www.surveymonkey.com/s.aspx?sm=saAAJEMZHUw6ptu39axnsw_3d_3d and you will receive a complimentary one year subscription to "Synchronistically Speaking" (valued at $149). In addition, I’ll send you a free special report on "The Ten Traps Leaders Unwittingly Set for Themselves and How to Avoid Them" (valued at $49). To thank you for your time, I’ll also throw in an audio briefing on "The Seven Secrets of Extraordinary Leaders" (valued at $49).

Unleash the Extraordinary!

Diane Bolden

© blog posts copyright 2007 Diane Bolden. All rights reserved.