Summary
Implement a performance review mechanism that allows every employee to give themselves an "A" at the beginning of the period and then summarize what they are going to accomplish to earn that A.
Problem
One of the problems facing modern management is the misalignment of objectives with the right incentives. Everyone ends up focusing on how to achieve their "SMART" (Specific, Measurable, Achievable, Realistic, Time-bound) objectives rather than worrying about what is best for the company. The key problem is to engage the employee to be fully committed without the fear of evaluation. Unleashing employee capability is limited by the fear of not meeting objectives or anxiety over performance measurement.
What is worse is that sometimes, organizations review on a "curve" - i.e top 10% get rated A, Next 30% get rated B or an equivalent scale. This practice is seldom reviewed in the context that this grade is not a reflection of the quality of work. Imagine the morale of an eager and hard working employee who doesnt get a good rating.
What is worse is that sometimes, organizations review on a "curve" - i.e top 10% get rated A, Next 30% get rated B or an equivalent scale. This practice is seldom reviewed in the context that this grade is not a reflection of the quality of work. Imagine the morale of an eager and hard working employee who doesnt get a good rating.
Solution
At the beginning of the period, all employees get an "A" for their performance for the coming period. The employees then write a review explaining what they will do this year to earn that grade. The letter would start with:
Dear <Manager>, I got my A because........
This review would be written in past tense as if the employee is writing at the end of the performance review period.
Practical Impact
The premise behind this concept is that employees are more apt to being innovative when they don't have to fear falling short of a standard. This practice allows the manager to line up with his/her employee and team up to achieve the desired outcome.
Moreover, when the employees and managers are not worried about meeting pre-determined standards, it allows the employees to be inventive and flexible in approaching a desired goal.
This practice recognizes an innate desire in human beings to contribute and excel when they don't have to worry about the constant evaluation of their work.
First Steps
- Have some of your colleagues write a letter to each other about what they will do over the next quarter to get an A.
- Start with a quarter's review instead of the full year.
- At the end of the quarter, colleagues review their own letters and decide whether they have earned an A. Did they accomplish everything they said they would.
Credits
My observations here are borrowed heavily from the book, The Art of Possibility by Rosamund and Ben Zander. Specifically, the chapter on "Giving an A", which is also the title of my hack. I was exposed to this book through a coursework on Leadership Communications. I believe that the field of management can learn a lot from fields (art and music) that stimulate creativity.
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