A note from Lisa Cooper…
Having just returned from an epic spring break road trip with our 3 daughters and rescue dog, Leo, with LOTS of windshield time, I got to thinking about how managing performance is like driving a car (or in our case, an RV). Helping our employees be all they can be is akin to a good all-American road trip. There are trained drivers, passengers, maps, pitstops, upkeep and maintenance, and some of the most majestic experiences along the way to one’s final destination. It’s about the journey, yes, but with the end in mind. Hear me out…
Performance management, like driving, requires training. Most of us don’t just turn 16 and are prepared to jump in the driver’s seat. We train; we go to class, practice, take a written test, and complete a road test. Managers and employees also need this training to understand how to assess performance, give critical feedback, set goals and monitor progress.
The driver is the employee. They are the ones sitting in the driver’s seat, hitting the gas and the brakes and steering from left to right. Just like how they perform their job, they are trying to stay on track, maintain a consistent speed by monitoring their gauges, keep the wheels between the lines and arrive at the destination in one piece. They know where they want to go but may not know the best way to get there. They are processing a lot of information and making game-time decisions.
Their manager is riding shotgun in the passenger seat. They’re the navigator; the one charged with alerting the driver to sharp bends in the curve, hazards ahead, and guiding the most direct route. The navigator has the same responsibilities in helping to coach and develop their employees. They can’t, however, just take the wheel. And let me tell you, how they guide the driver – even down to their tone – can make or break the journey. #askmehowiknow
Both driving and performance management require a partnership. It’s best to consult one’s roadmap prior to departing the driveway so that there is clarity and alignment on what is the most preferred route. The driver and the navigator will consult maps to inform them of places to jump off the interstate and where a detour may be appropriate. Just like in performance planning, these decisions are best made in collaboration with both navigator and driver.
That’s not where similarities end. Both the vehicle and performance have a future view and a past view. Consider the windshield and the rear-view mirror. Visibility into both provides clarity about the future – you have to know what’s happened behind you and what’s headed your way. Most of our time is looking out the windshield – into the future, but it’s important to reflect on what’s occurred by looking out the rearview mirror; seeing what’s behind us helps us to prepare for what comes next. The same applies to delivering performance feedback – keep in mind, we don’t drive cars by looking through the rearview mirror. Therefore, we should spend a little bit of time (say, the size of a rearview mirror) reflecting on days gone by, but the majority of the 1:1 conversation should be focused on what’s coming (say, the size of the windshield).
Performance management, like driving a car, also requires upkeep and maintenance. Sometimes we have to pull off the road and refuel, rotate the tires, and change the motor oil. Similarly, sometimes we have to revisit and refresh our performance management processes and tools to make sure they’re tuned-up and yield the best results. We don’t check our oil once a year. Why should we check our performance progress only once per year?
The best part about both road trips and performance are the beautiful moments along the way. When each party has incorporated training, alignment, effective communication, functioning dashboards, a clear roadmap and a focus on the future – their rewards are impactful and life-changing!
And don’t forget – whether you’re driving a car or performance, they’re both better with good music, open communication, and lots of snacks.