A new approach to PMgt at last

After realising it wasted 2 million hours annually on undertaking pointless information gathering in support of performance management ratings, Deloittes have radically overhauled its performance managment system and with one stroke have breathed life into one of the most painful HR processes created.

It asks line managers to rate each member of staff against 4 questions, and 4 questions only. Note that it is only the line manager who does the rating.

The first two are answered on a five-point scale, from “strongly agree” to “strongly disagree;” the second two have yes or no options:

1. Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus. 

2. Given what I know of this person’s performance, I would always want him or her on my team.

3. This person is at risk for low performance.

4. This person is ready for promotion today.

The 2 main learnings from their review seem to be that (a) reducing the number of questions means people focus on the performance discussion rather than the ratings and (b) having an overall rating for an individual, ie reducing an individual down to a single rating, is somehow demeaning and therefore demotivating.

A step in the right direction and I am now on the hunt for ever more radical examples.

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Top 5 tips for outperformance

Sir Dave Brailsford, MBA, CBE, Team Principal, Team Sky and former Performance Director, Great Britain Cycling Team, gives top 5 tips for outperformance. His success is based on a theory of ‘marginal gains’ – significant improvement is obtained through a large number of marginal increases.

1. Recruit the best people that you can possibly find – but focus on attitude and behaviour. We have previously written about this – we know from all the work we have done in selection that it is easier to impart skill and knowlede than change values.

2. Whilst you can’t ceate a disciplined team by letting people run riot, individuals are more motivated and creative if they are empowered to make decisions and have the ownership to see these decisions through. Our own research into mentors found that autonomy was a critical success factor in making the mentoring relationship work.

3. Provide absolute clarity over role, responsibility and boundaries and double check that the individual accepts the role. We know from research that lack of role clarity is one of the key drivers for workplace stress.

4. Be clear about your values/standards/expectations and hold people accountable to these. There is nothing more demotivating to a high performer to see underperformance go unchallenged. Why should they give their best when others are not required to do so?

5. Create a happy environment where people feel they’re looked after and where they feel they can be open with each other.

How many of these factors does your company currently demonstrate? Do you know what makes your employees happy and to create an open and trusting environment?



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20 Inspiring Quotes From William Zinsser’s “On Writing Well”

Very sage advice.

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Play to strengths to increase engagement

Many organisations struggle to increase their employee engagement levels. Chances are many initiatives undertaken by these organisations are organisation wide and process driven.  A different ‘give back’ initiative, a new cutomer service incentive scheme or even better food/desks/chairs/gym membership.

Whilst we should not ignore the importance of such initiatives, I worry they lack the personal touch which gets to the heart of why people are at work and what is meaningful for them.

Two of the most important predictors of employee retention and satisfaction are when employees are able to use their  top strengths at work and when their direct line manager recognises those strengths.

Spotting strengths, exploring strengths and applying them (S-E-A) in new and different ways positively impacts how individuals feel about themselves and their work.

There is a strong connection between well being and the use of strengths. Deploying our strengths at work is linked to greater work satisfaction, greater well-being and higher meaning in life. And when that happens, we feel more engaged, more motivated and more confident. When others recognise our strengths our self esteem is improved – others can see we have something useful to offer and that makes us feel good, about ourselves and our colleagues.

Spotting strengths in ourselves and in others is a relatively easy exercise. There are a number of different strengths tools – Strengthsfinder, CAPP’s Realise2, or VIA Character – that can be used as a starting point.

Practice it now:

Think about you at your best. What strengths were you demonstrating? How can you apply these in a new way, every day this week. Use this to track your strengths and notice the difference. Tracking your strengths

When it works for you and only then help others to spot their strengths.  In that way you will demonstrate authenticity.


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Is it a no-no to end a sentence with the word “of”?

A nice discussion on Quora:

The short answer is that it is ok if the sentence makes sense. Write like you speak.

Some of the comments I enjoyed are below:

  • It is not unheard of.
  • Winston Churchill, reprimanded by his editor for ending a sentence with a preposition, put it best: “This is the sort of thing up with which I will not put.”

From Rutgers professor Jack Lynch:

Prepositions at the End:  Along with split infinitives, a favorite bugbear of the traditionalists. Whatever the merit of the rule — and both historically and logically, there’s not much — there’s a substantial body of opinion against end-of-sentence prepositions; if you want to keep the crusty old-timers happy, try to avoid ending written sentences (and clauses) with prepositions, such asto,with, from, at, and in. Instead of writing “The topics we want to write on,” where the preposition on ends the clause, consider “The topics on which we want to write.” Prepositions should usually go before (pre-position) the words they modify.

On the other hand — and it’s a big other hand — old-timers shouldn’t always dictate your writing, and you don’t deserve your writing license if you elevate this rough guideline into a superstition. Don’t let it make your writing clumsy or obscure; if a sentence is more graceful with a final preposition, let it stand. For instance, “He gave the public what it longed for” is clear and idiomatic, even though it ends with a preposition; “He gave the public that for which it longed” avoids the problem but doesn’t look like English. A sentence becomes unnecessarily obscure when it’s filled with from whoms and with whiches.



It’s bedtime. Dad says “Go upstairs and get ready and I’ll come up to read to you.”   He brings up the wrong book and his child says

“Daddy, what did you bring that book I don’t want to be read to out of up for?”


Should you end a sentence with a preposition? Or perhaps with six of them…
An Australian decides to visit his cousin in London. The cousin, however, doesn’t think much of England when compared with Oz. He asks, “What do you want to come up here from down under for?”

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Positive priming to get started

Priming is a phenomenon where being exposed to a certain stimuli makes a particular response to a second stimuli more likely to happen. Positive priming is a term which has come to mean using priming to our advantage. In my case, I use it to refer to ‘kick starts’.

In their excellent book, Profit from the Positive, Margaret Greenberg and Senia Maymin, refer to a study where two groups of car wash customers were given two different sets of loyalty cards. In one group the loyaly card had spaces for 8 stamps: purchase 8 washes and get the next one free. The second group got a loyalty card with speces for 10 stamps but the first 2 stamps already filled out.

In other words, both groups needed 8 paid visits to get their next visit free.

But what happened was quite staggering. After nine months, 19% of the first group completed all 8 stamps to get their free wash. But in the second group, 32 % completed the remaining 8 stamps and got their free wash. In this case the stamps already filled out acted as the stimuli.

People persisted more when the task had been started for them, even when it’s done somewhat artificially.

What task can you start tonight to make tomorrow more productive? Can you start completing some paperwork or begin some filing. Maybe put the filing into sensible piles ready for the next day.

How can you help your colleagues or staff start a challenge?



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Say thanks, it makes you feel better

65% of workers report that in the past 12 months they received no recognition for good work during the prior year (Gallup).

Appreciation can be used strategically by supervisors to boost employee morale. Appreciating the best qualities in those with whom we work can help give them a boost, motivating them to persevere even when times are tough.

Looking for the best in our colleagues also helps us feel more favourably disposed towards them, making working with them easier and a lot more enjoyable. Looking for the best in others also makes us feel better  – it’s a form of appreciation and appreciating those around us boosts our own well being.

So why is appreciation/recognition ONLY AT 35%? When was the last time someone said ‘well done’ or ‘thank you’ and how did that make you feel at the time and now, as you think back to that time?


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Small things matter alot

An interesting blog at IDEO highlighting an experiment in client empathy ended up emphasising how the little things in life really matter.

IDEO is a creative design company which is justifiably proud of their fantastic work culture. In their words ‘We provide the small things that enable the day to run smoothly so individuals can focus on great work.’

On April 25th they decided to institute a Client Empathy Day.

How did the Client Empathy Day work? They mixed up the employee practices of some of their clients and applied them to their work environment. On the day, changes ranged from: no free tea/coffee, no free breakfast, sweets or biscuits, no headphones or music playing in the studio, no access to Facebook or other social media sites, no personal calls. They asked everyone to dress smartly, keep regular work hours and placed the leadership team in a meeting room only accessible by appointment.

During the day employees felt unhappy, frustrated and spent time trying to bend the system. Colleagues 3000 miles picked up the vibe and wondered what was going on. Afterwards IDEO asked for feedback and five points emerged:

1. The effect of having little control over their environment left people feeling disempowered. They switched from ‘getting it done’ (the work) to ‘getting through it’ (the day).

2. Expectations of employees have changed over the years. Millennials in particular have expectations that the workplace shouldn’t be like a school system but instead employers trust individuals to do the right thing, for example managing their own time.

3. Some people’s objective became how to beat the system. Tons of energy was consequently diverted away from doing great work.

4. The leadership group lacked visibility and connection to the team. As a result they were unable to deal with the unhappiness brewing across the studio.

5. Small things that really support our values have a disproportionate effect on culture and on performance. Free coffee, tea and breakfast; the freedom to play music, and to come and go as long as the work gets done, access to leadership.

There are a number of messages from this experience including the importance of consistency between the employee’s experience and stated values. Small costs saved by stinting on biscuits and coffee are lost in poor performance or time wasted trying to ‘get around the system’.

Happiness is a result of positive day to day experiences. Happiness of your employees matters. Research from Warwick University has shown that happier people are approximately 12% more productive than their counterparts. And other research by workplace consultancy Happiness Works (based on a model of wellbeing developed for the UK Government) showed a direct correlation between happy employees and 10% less absenteeism as well as a 10% reduction in staff turnover.

The full story from IDEO is here.

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Well-Being index from Gallup

Gallup and Healthways have developed a comprehensive, definitive source of well-being measurement, the Gallup-Healthways Well-Being 5. This scientific survey instrument and reporting experience measures, tracks and reports on the well-being of individuals and organizations. The five essential elements of well-being are:

  • Purpose: liking what you do each day and being motivated to achieve your goals
  • Social: having supportive relationships and love in your life
  • Financial: managing your economic life to reduce stress and increase security
  • Community: liking where you live, feeling safe and having pride in your community
  • Physical: having good health and enough energy to get things done daily

It will be interesting to see how governments and companies start adopting this.  It is interesting as you cannot be prescriptive for these indicators.  As a leader you have to create the conditions to let each person make it happen for themselves.

Each element in the Global Well-Being Index contains two questions asked of all respondents:


  • You like what you do every day.
  • You learn or do something interesting every day.


  • Someone in your life always encourages you to be healthy.
  • Your friends and family give you positive energy every day.


  • You have enough money to do everything you want to do.
  • In the last seven days, you have worried about money.


  • The city or area where you live is a perfect place for you.
  • In the last 12 months, you have received recognition for helping to improve the city or area where you live.


  • In the last seven days, you have felt active and productive every day.
  • Your physical health is near-perfect.


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Commitment making

In a recent edition of the RSA journal entitled 21st Century Enlightenment, Lynda Gratton gave her view on the important issues of work in the 21st


In particular, Gratton mentioned the importance of creating an ‘adult to adult’ relationship with employees rather than the more typical ‘adult to child’. This adult to adult relationship is one based on openness, trust and commitment making. This type of relationship is particularly important as a new type of employee, one motivated to manage his or her own career and progression, enters the workforce.


Commitments are what individuals will do, how they will do it and how they will be held accountable. At Californian company Morning Star, all team members are self managing professionals. Every year each professional commits to a Colleague Letter of Understanding with their closest working colleagues. The employee takes responsibility for initiating communications and the coordination of their activities with fellow colleagues, customers, suppliers and industry participants.


As most performance management is ‘broken’, this seems like a wonderful initiative to enable professional employees to build commitment to the organisation without overmanaging.

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