Whether it’s the end of the year, or the end of a project, the conventional wisdom is to focus on outcomes. Because we’re more separated, we need to be more connected.
![the reality of being a first time manager the reality of being a first time manager](https://www.aplustopper.com/wp-content/uploads/2020/08/Short-Speech-On-Importance-Of-Trees-In-Our-Lives-150-Words-In-English-683x1024.png)
“How are you really” fosters relatedness, which helps to mitigate anxiety. In 2020, the employee’s well-being has to be part of the regular check-in conversation, in addition to their learning and growth. This is more important now than ever before. The science says that check-in conversations should include outcomes, continued learning and growth, and employee well-being. Learn more about building a feedback culture here.Ĭonventional wisdom is that managers check the status of current work and progress toward goals. And, our recent survey found more than 60% of employees actually wanted feedback much more frequently than they were getting it.Ĭonversations that ask for feedback can cut that stress in half, empowering the individual to own and improve their performance. While conventional wisdom says to give feedback, science says to ask for feedback. But, our research has found that giving unsolicited feedback, even unsolicited positive feedback, is stressful for both parties, and this is no time to add to our collective stress level. We know that feedback can unlock performance in volatile times. Leaders should focus on the most important work, and review shorter-term goals more often. Understanding how you contribute to organizational goals can be a strong and lasting motivator.īut our research found that just 60% of employees have that understanding. Today, goal-setting conversations have to make clear how an employee’s work matters to the organization. To guide us through this time of disruption, we can look to a roadmap the NeuroLeadership institute developed about five years ago that is uniquely useful today: the 6 performance management conversations. Here, we’ll dig deeper into ways leaders can apply our research to performance management in this new reality, namely by having more, and better, conversations. In a recent post we outlined three big ideas to improve performance management in times of crisis.
The reality of being a first time manager how to#
Luckily, we have the science to show us how to do it.
![the reality of being a first time manager the reality of being a first time manager](https://s3.wp.wsu.edu/uploads/sites/609/2020/12/phone.jpg)
So we’ve come to the conclusion that these trying times demand that we modify, if not completely rethink, our approach to performance management. It’s no surprise that when half your employees struggle to focus, an entire organization’s performance suffers. About half of respondents reported having at least some difficulty focusing on routine tasks. In May and June of this year, we surveyed 688 people from organizations in different industries, different locations, and of different sizes about performance.