Markus, manager of a security team in a manufacturing company, has little patience for the idea that “developing people” (the quote marks are his) is the path to performance management.
He told me, “I get people who are already developed. They went to school, they have experience, they got hired here – and we have a good HR department for the other stuff. So my job is to work with my team to spell out our goals, schedules, and assignments, then track their assignments and results. They don’t need me to be their best friend – they need someone who will help them earn a good reputation for being effective.”
Lately, people are saying some mean things about managers: managers are selfish, unfriendly, and don’t relate well to the “human side” of their people. (Leaders, of course, are wearing their halos as perfect role models, while being busy with inspiring and motivating people. Leaders, good. Managers, not so much.)
Markus says, “The only human development I do is to structure our team meetings so that people get a good look at what we mean by performance. I use a tracking board of everyone’s assignments for the past week, and each person says something about what they got done and what problems they had or lessons-learned they acquired. Everyone sees the whole set of tasks and assignments, and everyone hears all the results. They learn from each other and offer support where it’s needed. Then we decide – together – what we’ll take on to accomplish next week and who will do what. That’s how we learn how to improve our performance as a group. Team performance is what I want to develop.”
Another manager I know has 1-on-1 meetings with each of her staff members. “It helps me focus them on their behavior”, she says, “and that will reduce conflicts. Also, it keeps their performance confidential, which I feel is important. Group meetings are only for information updates about organizational changes. Performance is more personal.”
Probably both methods have their benefits, but I’d rather be in one of Markus’ meetings. Looking at the work to be done with my colleagues seems more interesting (and energizing) than talking about my behavior or workplace conflicts and politics. But that’s probably because I’m an engineer, don’t you think? I’d rather see the bigger picture and improve the whole group’s performance. Either way, it looks like “developing people” means different things to different managers.