Critical Components of Clear Performance Expectations

In a poll of what makes a bad boss bad, the majority of respondents said that their manager did not provide clear direction. This heightened their frustration and spilled over into their communications with others, as well as into their outcomes.

Nothing frustrates an employee (or a manager) more than futile effort put forth toward something that turns out to be a low priority or completely wrong in intent or execution due to lack of direction.

Listing a sentence or two rarely satisfies this requirement for direction. Employees need to know not just the specific outcome and due date, but how their efforts serve the goals and growth of the department and the company. They want to buy-in, they want to help, they just need to know where they fit.

And they need regular feedback and accountability more often than twice yearly reviews. Goals should be able to be specific and countable, and regular feedback built in to allow them to adjust their behaviors and efforts as needed before too much effort is wasted or misdirected.

Seems so simple. Like it’s common sense. But it’s missing more often than not. That’s where the importance of documents from the top down outlining the strategies and culture become so useful when put into action.

For information on the strategic planning process and the Performance Development Planning (PDP) process by ¬†Susan M. Heathfield, read on…

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