Many companies will begin the procedure for assessing how good workers performed against anticipations, as we change the corner and head into the last months of 2011. For many, it is an institutional ritual that must be done to meet a deadline on the HR calendar. For others, it is an chance to increase the potency of human funds and direct additional development. Managing operation is a fundamental direction area - ensuring employees understand the company's scheme, how occupation duties link to special objects and discovering the degree to which attempts translated into quantifiable results. Performance administration systems accept many kinds, from free style narratives and check the carton proficiency lists to more sophisticated MBO procedures. Regardless of how it's done, the target of any efficiency management program would be to maximize individual performance in the quest of company aims. In essence, good performance management is a set of interactions that transcend the specific processes used.
Learning from the Greatest
So, where does Socrates fit in to all of this and what can this iconic philosopher and master teacher educate us about performance direction? Most of us remember Socrates (and his student, Plato) as required reading in philosophy course. Today, and outside of the academic setting, Socrates has a great deal to teach us about uncovering the facts through sense, self-contemplation and constructive dialogue. Not astonishingly, these happen to be key elements of successful performance management. Socrates used a technique known as the Socratic Method - a sort of questioning that draws learning from within. He enhanced the quality of thinking in others through sensible reasoning and insight, and in the process, led individuals to the truth without telling them. This is what a good coach does - helps you reach your potential by further developing the abilities that already exist. Human operation is a function of conscience idea and action, where thinking drives behavior and behaviour drives results.
Understanding the Approach
Too often, performance management discussions are restricted to reviewing results, actions and the rationale for variances to strategy. What we desire to reach is an open conversation that encourages unrestricted curiosity, constructive comments, probing queries, and challenging premises. These are typical behaviours exhibited in a true learning organization.
If we need to improve the operation of the organization, we must focus on the operation of the person. This is attained by participating in a rewarding, intellectual and non-confrontational dialogue to help employees better diagnose and analyze their own operation while identifying what needs to be done to get to the next level. The worse thing we can do to improve human functionality is direct our attention toward renovating the administrative system, shifting the forms or making the execution piece work more efficiently; place another manner, becoming process perfect but results deficient.
Applying the Strategy
The 4 categories of questions listed below supply a discussion group for productive exchange in investigating behavior, presuming and consequences; these questions can be altered to meet a specified set of states. The important point to remember is that questions like these should be implemented in regular discussions to: assess outcomes, challenge premise and beliefs, develop concepts and increase perspective and comprehension:
Gaining Understanding & Perspective
What is causing this to occur? How did you come to this decision? 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 happened? What observations support your beliefs? How much is logic and how much is emotion? Are you supposing or do you know? Given your beliefs, what would happen if....? What occurs if your premises are erroneous? Developing Notions
Have we ever considered this strategy before? How does your Leadership Development notion meet into the scheme? Are there any dangers or unknowns that should be valued? What are the reactions and ideas of other stakeholders? What do we already know about this topic? What would this look like if completely executed? Want amount of confidence do you have in.....? What questions do we need to ask? Evaluating Results
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 unintended consequences? How does this outcome impact ....? What is the importance 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 vital task that should take place every day of the week through constant and constructive dialogue. Employees at all levels can improve the quality of their thinking by asking the right questions and drawing out the potential in others. The best area to begin the journey is by asking the question: "What would Socrates do"?