As we turn the corner and head into the last months of 2011, a lot of companies will begin the procedure for evaluating how well employees performed against anticipations. For some, it's an institutional ritual that really must be carried out to meet a deadline on the HR calendar. For others, it is an possibility to increase the effectiveness of human money and direct additional development. Managing functionality is a fundamental Team Development management discipline - ensuring employees understand the business's scheme, how occupation responsibilities link to special aims and discovering the degree to which attempts interpreted into measurable outcomes. Performance management systems accept several forms, from free-style narratives and examine the carton competency lists to more sophisticated MBO processes. No matter how it is done, the purpose of any efficiency management program would be to optimize individual performance in the pursuit of business aims. In essence, great performance management is a set of interactions that transcend the specific procedures used.
Learning from the Best
So, where does Socrates fit in to all of this and what can this iconic master educator and philosopher educate us about performance direction? Most of us remember Socrates (and his pupil, Plato) as essential reading in philosophy class. These days, and outside of the academic setting, Socrates has a great deal to teach us about uncovering the facts through constructive dialogue, sense and self-examination. Not surprisingly, these happen to be key components of effective performance management. Socrates used a technique known as the Socratic Method - a form of question that brings learning from within. He improved the quality of thinking in others through sound reasoning and insight, and in the process, led people to the truth without telling them. This is what a great trainer does - helps you reach your potential by further developing the capabilities that already exist. Human functionality is a function of conscience thought and activity, where thinking drives behavior and conduct drives results.
Comprehending the System
Too frequently, efficiency management discussions are restricted to reviewing results, actions and the rationale for differences to plan. What we want to attain is an open conversation that supports unrestricted curiosity, helpful comments, tough assumptions, and probing concerns. These are typical behaviors presented in a true learning organization.
We must focus on the operation of the person, if we want to enhance the functionality of the organization. This is reached by participating in a beneficial, intellectual and non-confrontational dialogue to help workers better diagnose and assess their own operation while identifying what needs to be done to get to the next degree.
Implementing the Technique
The 4 kinds of questions listed below supply a discussion group for productive exchange in exploring behavior, thinking and results; these questions can be altered to meet a given set of states. The significant point to remember is that questions like these should be used in regular discussions to: assess results, challenge beliefs and premise, develop notions and increase outlook and comprehension:
Gaining Comprehension & View
What is causing this to happen? How did you come to this conclusion? Give me an example to illustrate your point What other viewpoints did you consider Are there any unanswered questions at this point? Has this happened before? Why is this crucial? Tell me more about.....? Challenging Assumptions & Beliefs
Are there other explanations for what occured? What observations support your beliefs? How much is logic and how much is emotion? Are you theorizing or do you understand? Given your beliefs, what would happen if....? What happens if your premises are wrong? Developing Theories
Have we ever considered this strategy before? How does your notion fit into the scheme? Are there any dangers or unknowns that should be valued? What are the thoughts and reactions of other stakeholders? What do we already know about this issue? If fully implemented what would this look like? Want degree of assurance do you have in.....? What questions do we need to ask? Appraising Outcomes
Is this how you expected it to turn out? What would you do differently next time? What can we learn from this? What were the intended and unintentional impacts? How does this consequence impact ....? What is the significance of...? Who needs to understand about this? Final Thoughts
An organization grows and develops at the same speed as its employees. One way to quicken development is through a more effective performance management procedure. Performance management is a critical action that should take place every day of the week through continuous and constructive conversation. Workers at all levels can enhance the quality of their thinking by asking the appropriate questions and drawing out the potential in others. The finest place to begin the journey is by asking the question: "What would Socrates do"?