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As a manager of people, you know and understand the challenge of the "new" workplace. The reality of four generations working side by side is fraught with obstacles that threaten to derail productivity and hinder progress. Before you pop another antacid and check again to see if it's time to cut a trail home, take heart in knowing there are ways to be an effective manager in a workplace made up of the Silent generation, Boomers, X'ers, and Millennials. The first step is acknowledging each generation has its own preferences, expectations, and strengths.
As a manager, your most valuable asset is your time.
In Part 1 of "An Alternative to Traditional Performance Management" you learned how to get time back in your week by implementing a 3-part performance management system: funnel management, a weekly behavior plan (a.k.a., "cookbook") and a personalized development plan.
In Part 2, you'll learn a system for reducing your time spent on, and your team's anxiety about, their performance review
Like a coach in pro sports, your primary function as a manager is to improve the performance of your team.
Unfortunately, traditional approaches to performance management may have initial success, but are difficult to sustain.
When distilled out of their packaging traditional performance management looks like