Tumblelog by Soup.io
Newer posts are loading.
You are at the newest post.
Click here to check if anything new just came in.

February 20 2014


Managing Performance: What Would Socrates Do?

Handling Performance: What Would Socrates Do?

The Value of Performance Management

A lot of companies will begin the procedure for assessing how good employees performed against anticipations, as we change the corner and head into the last months of 2011. For many, it is an institutional rite that really must be carried out to meet a deadline in the HR calendar. For the others, it is an opportunity to increase the potency of human capital and guide further development. Handling functionality is a fundamental management discipline - ensuring workers understand the company's strategy, how occupation responsibilities link to special aims and determining the degree to which efforts interpreted into quantifiable effects. Performance administration systems take on many kinds, from free-style stories and check the box proficiency lists to more detailed MBO processes. No matter how it is done, the aim of any efficiency management program will be to maximize individual operation in the pursuit of company aims. In essence, good performance direction is a set of interactions that transcend the particular processes used.

Learning from the Greatest

Most of us remember Socrates (and his pupil, Plato) as required reading in philosophy course. In modern times, and outside of the academic setting, Socrates has a great deal to teach us about uncovering the truth through introspection, sense and constructive dialogue. Not surprisingly, these happen to be vital elements of effective performance management. Socrates applied a technique known as the Socratic Approach - a sort of questioning that attracts learning from within. He enhanced 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 coach does - helps you reach your potentiality by further developing the abilities that already exist. Human functionality is a function of conscience idea and activity, where thinking drives conduct and behavior drives results.

Comprehending the Approach

Too frequently, efficiency management discussions are limited to reviewing activities, results and the justification for differences to plan. What we want to attain is an open dialogue that supports unrestricted interest, beneficial comments, tough assumptions, and probing questions. These are typical behaviours demonstrated in a true learning organization.

We must focus on the functionality of the individual, if we desire to enhance Collaborative Teams the performance of the organization. This is attained by engaging in a rewarding, intellectual and non-confrontational dialogue to help employees better diagnose and analyze their own performance while identifying what needs to be done to get to the next degree.

Implementing the Strategy

The 4 classes of questions recorded below provide a message board for productive exchange in investigating behaviour, thinking and effects; these questions can be changed to meet a given set of states. The important point to remember is that questions like these should be used in everyday discussions to: develop notions, challenge assumption and beliefs, increase perspective and comprehension and appraise outcomes:

Getting Comprehension & Perspective

What is causing this to happen?
How did you come to this conclusion?
Give me an example to illustrate your purpose
What other views did you consider
Are there any unanswered questions at this point?
Has this occured before?
Why is this needed?
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 know?
Given your beliefs, what would happen if....?
What happens if your premises are erroneous?
Developing Notions

Have we ever contemplated this strategy before?
How does your idea meet into the strategy?
Are there any risks or unknowns that should be assessed?
What are the reactions and ideas of other stakeholders?
What do we already know about this subject?
What would this look like if fully implemented?
Desire amount of self-confidence do you have in.....?
What questions do we need to ask?
Assessing 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 results?
How does this consequence impact ....?
What is the value of...?
Who needs to know about this?
Closing Notions

An organization develops and grows at the same speed as its workers. One means to hasten 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 constant and constructive conversation. Workers at all levels can improve the quality of their thinking by asking the right questions and drawing out the possibility in others. The finest location to start the journey is by asking the question: "What would Socrates do"?

Don't be the product, buy the product!