Bresnahan's Shorts* - January 2004

*Short topics

Values & Mission

There has been much talk that successful companies have managed to merge their values with their purpose or mission. An example was when Don Petersen, president of Ford, voiced his dissatisfaction with a new car design. He asked the designers three questions:

• "Do you really like this stuff you're building?"
• "Is this what you would drive?"
• "Would you want to see it parked in your driveway?"

As a result, the designers went back and redesigned what resulted in the Taurus/Sable cars. When trying to develop a sense of values and purpose, keep this story in mind. Ask these questions:

• Looking back on the history of the organization, what have we done that gives us the most pride?
• Looking back on our history, what ought we be ashamed of?
• What could we do now that would make us all feel proud?
• Ten years from now, looking back, what will we have done that will have made us most proud?

Excerpted from "Leadership Strategies"

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Written Performance Evaluations

For quite some time, I have been moving away from the value of the traditional written performance review. I have re-assessed the experiences I had when developing an appraisal process for a former employer. Additionally, I recall my feelings and checked with many others. Bottom line is that the performance appraisal process is uncomfortable, and sometimes painful, for both parties and most don't like them.

For the most part, 80% of the receivers are told they are "average." This is based on the structure of appraisals which says only 10% can be "outstanding" and 10% are "not meeting expectations." Another item that impacts the performance appraisal is compensation. I learned that most supervisors back into the review based on the budget dollars they have to give people.

Additionally, it is well noted that performance appraisals can find you, and the company, in court at some point. Many appraisals have been given offering high praise for the employee. Often, some time later, the tone changes because there is a different author and now deficiencies, inappropriate behavior or personality conflicts are recorded.

Often standardized forms contribute to the problem. Evaluations can be based on generalized categories that are open to interpretation. The focus should be on performance of the essential functions of the job. But then again, often the job description is old and outdated.

Here are a few things that can help:

• Consider getting HR involved. They can help with the writing of the appraisal, or at least review it before it is given to the employee. This can help eliminate and avoid potentially provoking or litigious language.
• Train your supervisors to understand your form and what various items/categories mean. They should also be aware of potential litigation problems.
• Be sure that the employee is heard and has an opportunity for written rebuttal.
• Consider providing the opportunity for self-evaluations.

Better yet, eliminate the formal appraisal form as such and set up an environment that provides on-going feedback. (Of course this can only be successful if there is mutual trust and not power plays). For some businesses, the traditional performance appraisal has outlived its usefulness.

Should you wish to keep but improve your performance appraisal system, call the Bresnahan Group and learn about a new program we created.

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Thoughts to Ponder

"Let your heart guide you. It whispers, so listen closely." - The Land Before Time

"We must walk consciously only part way toward our goal and then leap in the dark to our success." - Henry David Thoreau

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Back to Basics

"Tell the truth."

"Honesty is the best policy."

"Never, never lie."

"When you say you are going to do something, do it."

Childhood lessons contributed by Mike Russo, Dave Humphrey, Maria McIntyre, P. J. Hamann - Thanks.

I had been thinking a lot about honesty and commitment as the new year approached and the Bresnahan Group reviewed our offerings in line with globalization and the changing work environment.

Truthfulness, honesty and commitment are very important values to me personally. By being tuned into a deeper consciousness, I realized what makes organizations and relationships work or not, and the bottom line is trust.

People who are trustworthy don't lie or behave in dishonest ways. They are people you can count on to do what they say. You know them both in your personal and work life. You also know those you do not trust. What caused that distrust? Was it something they did? Was it something that you did unconsciously or unintentionally that caused the other person to say you aren't walking your talk?

Jim Collins in Good to Great spoke of getting the right people on the bus, in the right seats, and the wrong people off. That is what his research found created and sustained "great" companies.

None of us are perfect but we do know that some people are more trusting than others. They are also the ones who are most likely to be more trustworthy. As I have watched and listened closely, it has occurred to me that frequently those who are not trustworthy, or committed, are trying to manipulate or control others and the environment. This is evident to me when recognizing the way we managed in the Industrial Age.

No wonder many employers have bemoaned that employees park their brain at the door and pick it up on the way out. We never asked the question, "What did the employer/boss do to cause and encourage this behavior?" The boss said, "Do what I tell you." Voila! The wish is granted.

In today's Knowledge Age we have fewer people and need to produce more. We have truly become a global economy. It is more evident every day. Now we need employees who can think, understand the business and offer suggestions to help the company avoid potentially disastrous situations quicker.

The only way to get employees who are accountable and committed is to trust. When we think of personal relationships, they do not exist or flourish without trust. They are short-term and temporary. The same is true in the workplace. We all recognize that we must operate differently to be successful. Do you believe that trust is a foundation upon which great things can be built? Think about your relationships, the benefits are worth the effort.

I encourage you to remember these childhood teachings and embrace them in your life. Achieving greater productivity can occur when the goals are clear, agreed on and the people trust the ability and commitment made by each person. The Bresnahan Group has been certified to work with a process that can help you achieve such a goal. If such an environment is in your plans for '04, give us a call.

Best wishes in the new year.

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More Information

For more information about any of these topics contact us at 505-922-1973 or email BresGroup @ 4u.net.

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