How to Measure the Performance of Managers
Written by Kevin - February 20, 2009 2 CommentsI think one of the secrets to my success in the past has been to primarily focus on the numbers. I would have clear financial targets, practiced open book management, rewarded generously the business unit and sales leaders based on financial performance. It works, but it can also be a little hairy at times as internal rivalries grow, competition for internal resources emerge, and the short-term focus can cause pressure to accelerate revenue recognition or delay needed investments.
Bill Campbell, business coach to Google, Apple, and others, suggests that the performance of employees should be evaluated in a more balanced fashion. He suggests four key measures:
1) Performance against objectives
2) Innovation
3) Ability to work with peers
4) Ability to work with sub-ordinates
Over the long run, people do tend to do what they are paid and rewarded for.
You are evaluating employees, right? Is it time to re-evaluate your evaluation system?
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2 Outstanding Responses to "How to Measure the Performance of Managers"
Liz Bywater on February 24, 2009 at 11:00 am | Permalink
Kevin, you make some very good points here. When I think about managerial effectiveness, I also think about the ability to inspire and motivate employees’ performance and to engage them in reaching the goals and objectives of the organization. Essential skills include the ability to communicate effectively, delegate appropriately, recognize and reward outstanding performance, and foster a culture of openness and collaboration.
These ‘soft skills’ can be tremendously challenging, particularly when managers have been promoted from individual contributor roles but not prepared for their new managerial responsibilities.
Thanks for posting this thought-provoking entry.
Liz Bywater, PhD
President, Bywater Consulting Group
Yardley, PA
http://www.bywaterconsultinggroup.com
Liz Bywater on February 24, 2009 at 11:05 am | Permalink
Kevin, you make some very good points here. When I think about managerial effectiveness, I also think about the ability to inspire and motivate employees’ performance and to engage them in reaching the goals and objectives of the organization. Essential skills include the ability to communicate effectively, delegate appropriately, recognize and reward outstanding performance, and foster a culture of openness and collaboration.
These ‘soft skills’ can be tremendously challenging, particularly when managers have been promoted from individual contributor roles but not prepared for their new managerial responsibilities.
Thanks for posting this thought-provoking entry.
Liz Bywater, PhD
President, Bywater Consulting Group
Yardley, PA
http://www.bywaterconsultinggroup.com