Performance with Fulfillment

Performance is defined as the behavoir and result of a person's effort; whereas Fullfilment is usualy defined as a person's feeling of satisfaction or ahievement. Fullfilment includes people's feeling about their job, the organization. their coworkers, and their manager. It does not include monetary rewards or formal recognition.

Managing performance and fullfilment is a key function for all managers.
Managers have a tendency to be preoccupied with performance at the expense of fullfilment.
Managers who pay little attention to performance and fullfilment may endure increased turnover, loss of talent and decreased business results.

Remember that even high performers have a need for fullfilment.

The value of mentoring in enhancing work

Mentorship refers to a personal developmental relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person. The receiver of mentorship was traditionally referred to as a protégé, or apprentice. Today, the term mentee is gaining acceptance and is becoming widely used.

There are several definitions of mentoring. Foremost, mentoring involves communication and is relationship based. In the organizational setting, mentoring can take many forms. The formal definition that best describes mentoring is as follows:

“Mentoring is a process for the informal transmission of knowledge, social capital and the psychosocial support perceived by the recipient as relevant to work, career or professional development; mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom or experience (the mentor) and a person who is perceived to have less (the protégé or mentee).” (Bozeman, Feeney, 2007)

Organizations have started to see the value of mentoring for enhancing work life, performance, commitment and job satisfaction. When mentoring is implemented successfully, there are measurable improvements in employee performance, retention, employee commitment to the organization, knowledge sharing, leadership growth and succession planning.

A mentor is a person who gives another person the benefit of his or her years of experience and/or education. This is experience that is shared in such a way that the mentor helps to develop a mentee’s skills and abilities, benefiting the mentee and the organization.

A good mentoring relationship is identified by the willingness and capability of both parties to ask questions, challenge assumptions and disagree. It’s important to note that there’s no one way to mentor. Every mentoring relationship is as unique as the individuals involved.

The mentor is far less likely to have a direct-line relationship with the mentee, and in a mentoring relationship this distance is desirable. Mentoring is rarely a critical part of an individual’s job role, but rather an extra element that rewards the mentor with fresh thinking as well as the opportunity to transfer knowledge and experience to a less experienced colleague, peer or employee.

Reviewing Performance

Finally, Reviewing Performance is last step of Performance Management Process to learn. It builds from the previous steps of setting goals for success and coaching for performance. Generally, the manager needs to summarize observations for each goal and explain ratings. Reviews can occur at scheduled intervals in the appraisal or development cycle and / or in response to changes to the business or member’s performance. The moral behind this understanding is that if the manager has provided feedback and coaching regularly, there should be no surprises at reviews.

The characteristic of good reviews should be consistent with the goals and measurements agreed on in the goal-setting discussion. Good reviews can motivate future performance and increase of satisfaction.

In the reviewing discussion section, the SMART and COACH process still can apply here. I learned that manager shall provide positive and constructive examples and connect comments to the member’s fulfillment. Two way communication skills should use to reach mutual agreement. The managers should handle challenge, in the case of disagree with members, by supporting ratings with documented examples and explaining evaluation criteria. Vice versa members should play his or her role before, during, and after the review discussions to have a fruitful Performance Process.

Roles of a manager

Here I would like to show how the managers demonstrate the role in order to effectively achieve goals, develop people, and evaluate members in a fair manner.

There are 4 important roles that a manager shall be played in effectively carry out his/her duty:
As a leader, is concern about both productivity and fulfillment of those who work for his or her members.
As a supervisor, the manager is responsible for seeing that the business of the work unit runs smoothly, the managers provide resources, remove obstacles and generally make it as easy as possible for members to complete their tasks.
As a developer, to provide for members growth-both professionally and personally in a way that meets the needs of the organization and the member.
And lastly as an expert, to demonstrate his or her expertise in order to model the way to others.

Beside knowing the role of manager, manager shall identify these roles in his or her members so that the work flow and information will be cascade down to all members smoothly. With the identifying of position, also we would know how to properly identify the lacking area and inject the correct solutions.

In the later part ,i would like to show how essential that the line management to be identified as either Leader, Developer, Expert or Supervisor as in the company, department or individual level.

Coaching for performance

Coaching is the process of working with a member to reinforce or change behavior.

A coach is what you are - it's not something you do

Coach like a lighthouse, be reliable and consistent and encourage open dialogue with the members.
Here is the approch that i think is effective to practise
Lighthouse coaching approach

C - Clarify expectations
O - Observe behaviors and results
A - Ask members for their perpective
C - Create an action plan
H - Help with support

Interesting statement that one should think deeply
Ligthoueses don't move - ships do
Ships are safest in the harbor, but that's not why ships were built

Setting Goal for Success

What makes a good goal?

"Good goals provide SMART information"

S = Specific What is the concrete output or criteria?
M = Measurearable Which measurement define success?
A = Achieveable What is the challenge on the full stretch, but with the possibility to achieve by improvement and deligence?
R = Relevant How does the goal contribute to organizational performance and individual fulfillment?

T = Time-based When is it achieved in a certain period of time?

SMART goals help managers coach and review.

Management Tips

Lead by example. If you ask your employees to work overtime, be there too. Just because company policy allows it, don't fly first-class if your associates are in coach on the same plane. Be a leader - it's tougher than being a manager, but it's worth it.

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