Adaptable working environments

Can you recall the last time you were given an objective on the 1st of January to complete by the 31st of December and delivered it fully in that timeframe? Probably not. That is because work doesn’t work on a 12-month basis so why set goals in that way.  

Some projects take 2 years. Some projects or issues don’t arise until September. A flexible, adaptable approach to performance management suits the modern world of business and it doesn’t work on an annual cycle – but a continuous one. 

Rather than formal reviews once or twice a year, ongoing informal conversations or check-ins manage projects, performance and tasks in real time. But this means that the role of the manager needs to be redefined and the people appointed as managers need the fundamental people skills to be fully effective. 

Principles:  

• People come to work to do a good job 
• People can be trusted to do the right thing 
• People want to be part of something bigger than themselves where they feel like they are contributing 
• People are responsible and accountable for their own performance 
• The Managers job is to create the environment, so people can do their best work and best thinking 
• People are treated as valuable partners in creating the business success – not a disposable resource 

To shift from top down – process driven PM to one based on autonomy, respect, accountability and trust, a manager is required to adopt these basic principles. When these principles are embedded as values or a culture, the process is replaced by an organic way of being and doing. Everyone holds each other accountable; leaders and talent are developed at all levels and feedback becomes an expected norm. 

Winning teams want to be challenged and stretched. When you are on a winning team, everyone wants to achieve, and it feels good.