Leadership and Dysfunctional Behaviors

Leadership.

I have always related leadership to being influential in the workplace. Being able to influence the culture of an organization or being able to compliment the core competencies of an organization have always been integral components of a successful leader. I was intrigued by an article in the February issue of Training and Development that reported that 90% of leaders say dysfunctional behaviors have become acceptable in the workplace and the consequences that have resulted from this bad behavior are lower employee satisfaction, lower productivity, and decreased quality. Our organization focuses on the healthcare marketplace and we find that dysfunctional behaviors play a major role in decreased quality and lower productivity. Both patience and employee satisfaction is determined by those factors.

Is it because we don’t consider dysfunctional behavior poor performance? Inappropriate behavior in the workplace is destructive and must be considered a performance issue.
We should focus on the behavioral issues within an organization and make sure that they are addressed by our performance management system. According to a most recent survey completed by Joseph Glenny, A Provo-Utah based author and management consultant, “finger pointing” or shifting blame, gossiping, and creating territorial borders and boundaries are three of the most destructive behaviors in the workplace today. It also noted that 64% of leaders do very little or nothing to change these behaviors.

It appears that the leaders today are fearful toward addressing the issues because of the consequences…whatever they may be. Many leaders turn to HR or Training and ask them to sprinkle “magical dust” over the situation and expect instantaneous results from the training department or vendors.

Changing behavior is a process and it requires implementation of more than just “dust”. It requires expectations in the workplace from the top down. The leadership team and their management team must define what behaviors they would like to see while stating emphatically those behaviors that will no longer be tolerated. The Performance Management system must focus on the interpersonal side of managing and believe it or not, these behavioral changes can be measured. It appears that the influential leaders of today aren’t willing to view behavior in the same light as they do performance. Maybe we should redefine leadership and not associate it with influence. It obviously is not working!

Developing a Performance Management Culture

What are the most important factors in regard to the development of a Performance Management culture?

We have been working with companies for over five years focusing on the performance and productivity of their management team and staff. It really boils down to the following ten factors:

1. I have a complete understanding of the definition of my role and responsibilities associated with the assigned job position.
2. The work environment has given me all the tools that I need to be a high achiever in the job position.
3. I have a complete understanding of the workplace expectations outlined by my immediate supervisor.
4. I have a complete understanding of the strategy (Vision, Mission, and Purpose) of the company and know what makes a difference in the marketplace with our customer.
5. I have the information and metrics to monitor my progress toward my goals.
6. I am aware of the market conditions and financial stability of the company at all times.
7. I find the performance appraisal process in my company the most effective means to self-evaluate myself and measure my progress toward my goals.
8. My supervisor is available to discuss any work related concern.
9. People at my company are interested in my career development.
10. I am willing to accept responsibility for my actions and be held accountable for my results. I understand that my compensation should be based on results, both the company’s and mine.
    
    If your employee can attest to the previous statements, then you should have a Performance based culture.
    
    I find it hard to believe that the management teams of companies cannot deliver on those ten criteria. Is it that we don’t know how to have this culture or our supervisor is just not holding us accountable?

Don't Show Bias in Employee Reviews

I was reading a lead article titled, “Bias Found in Employee Appraisals” found online at www, hreonline.com. It was an article that elaborated on the fact that new research shows vast discrepancies in employee appraisals by workers who report to two bosses.

I am not being critical of the author, but in what work environment would that not present itself? Performance Appraisals have always shown bias from one manager to another. Many consulting firms recommend that companies not spend money on the training and development of their managers regarding the delivery of an employee appraisal by a manager. If we don’t train to develop consistency in delivery, then how can we ever have a Performance Appraisal System without bias?

I am a firm supporter of Performance Management and the availability of a sound Performance Appraisal Process that is conducted quarterly in terms of reviewing the progress of the individual’s development plan. It is time that managers realize that the Performance Appraisal Process is the best means to communicate workplace expectations with the employee and that employee engagement is the key to retention moving forward. Managers must utilize a system for monitoring performance on a day to day, month to month basis and not just wait for the annual performance appraisal process for the data to appear. A Performance Log or file must be maintained throughout the year to note successes, learning opportunities, behavioral tendencies, etc. The Performance Appraisal Process must be more objective than subjective and certainly results-oriented. It must be based on the job description or role assigned to the employee as the role is defined today, not five years ago. It must reflect technical skills as well as performance skills that demonstrate an above average performance in that position. Above average performance should be the workplace expectation of most managers. Clear expectations must be defined. Clarity and good communication are key management skills for this to succeed. We must communicate workplace expectations in a clear, decisive, and definitive manner with the creation of a development plan for the employee. All managers must be willing to coach and mentor the employee to high performance through the use of a solid Developmental Plan of Action. I have always believed that the formulation of a developmental plan for a high achiever is one of the most difficult tasks a manager can undertake. And it certainly shouldn't be….it should be the opposite.

Both bias and the dreaded “Performance Appraisal” mentality must be eliminated from the equation….discuss expectations, monitor performance daily, and make employee engagement a priority. If you do that, the bias and subjectivity will be removed.