Antiphony Insights

For the two months, it seems like every time I pick up the phone, someone wants to talk about improving the results from their  organization’s performance management efforts.  The conversation generally goes like this:   Our managers need to complete their performance reviews with their direct reports in three weeks.  We like the system we have, but we think our managers need a little coaching in how to talk to their employees about their performance.  You know, the soft stuff.  Can you help with that, and can you do it next week?

While not ideal circumstances, its been a great experience working with these managers.  For the most part, the companies do have many of the right components in place: 

• a focus on providing feedback throughout the year
• goals that are aligned with the company’s goals, that are Specific, Measurable, Attainable (well, not so great there), Relevant, and Time-bound
• easy forms that focus on the conversation; not on the form
• clear instructions on timelines, signatures, etc.

I give the companies tremendous credit for these components.  After meeting with the management teams and providing education on performance management best practices, I find that what is missing from some of these systems is a clear statement of purpose (e.g., is compensation tied to reviews, and if so, is it fair to give people really stretchy stretch goals if its going to affect their compensation and demotivate them), good examples of well-written goals and helpful feedback, and an opportunity to practice providing tough (or favorable - sometimes just as hard to do) feedback where necessary.  In addition, oversight to ensure that there is consistency across the organization in approaching performance management is critical, especially in high-growth companies.   It feels like we made a lot of progress during these discussions, and I hope next year to get the call more than a week before the reviews are due!

People can be trained to use a particular type of financial software package.  When new software is implemented, they must be retrained in the use of that tool.  If, however, they have been educated on accounting principles and systems, then they can pick up almost any system and use it effetcively.

Education is a way of creating positive change by providing a framework for taking in new information to be used for synthesizing and problem-solving.  Training relates to very specific tasks or tools.  Both are very important, and usually training should follow education.  As an example, I can train someone in filling out a performance review or in updating an annual compensation spreadsheet.  However, before I can do that, I must educate them in the principles of performance management or compensation/rewards/motivation, so that they have an overall framework for using these specific tools.

Education is about knowing what questions to ask and knowing how to apply the answers.    Yet, training is equally important.  I’ve been teaching my daughter to drive recently.  I notice that I keep trying to educate her on the principles and the concepts of driving, and avoiding the mechanics (to park the car, you have to line up the right front bumper with the right line).  Her driving teacher on the other hand, has been terrific at teaching her the mechanics.  Hopefully, between the two of us, we’ll have a new licensed driver soon! 

Here’s one of my favorite views about training vs. education…
Think of it this way. If your sixteen year-old daughter told you that she was going to take a sex education course at high school, you’d probably be fine with it.  What if she announced she was going to take part in some sex training at school? Would that elicit the same response?  Training is doing, practicing, and perfecting (See one, do one, teach one). 

This blog will supplement Antiphony white papers and publications.