I often run into resistance to the idea of active performance management from a certain group of leaders who just can't believe it's really necessary to do things like communicate goals and expectations or provide ongoing feedback. They honestly believe that people should just know; know exactly what is expected of them, know whether or not they are focusing on the right things -- and approaching them the right way.
I found a great description of this characteristic in an article on leadership titled Avoid Leadership Disaster: The Five Deadly Sins of Managers by Joan Lloyd in this past week's Minneapolis-St. Paul Business Journal. She calls this particular brand of management sin "managing by mental telepathy":
Some leaders think everyone can hear what they are thinking. Rather than cascade a decision down through the team, they dole out cryptic directions and everyone is supposed to piece the puzzle together. Usually, these leaders are analytical and spend a lot of time turning things around in their heads, so by the time they roll out the action plan, they figure everyone must have arrived at the same conclusion. Unfortunately, when they do communicate, they tend to skip over how to gain acceptance. Because they see the conclusion so logically, they don't anticipate others may resist it.
I feel certain that many of you have happened upon this characteristic among your organization's leadership. It isn't that they are intentionally trying to undermine your performance management program; it's just that they sincerely can't appreciate why such steps would be needed. Any success stories or advice on how to best address this leadership flaw?
I call that "Gotcha! Management." There are two easy steps. First you either don't tell your people what you want or give confusing signals. Then when they guess wrong you pounce.
Clear expectations are the essential starting point for performance management. Verbal statements are only part of it. The other is to walk that talk. I love the following quote from Howell Raines describing Coach Paul "Bear" Bryant.
"Coach Bryant had an idea about how a man ought to act and if you watched him, you could figure it out."
Posted by: Wally Bock | September 17, 2007 at 03:50 PM
Wally:
Great point and great quote - so right on!
"Gotcha! Management" - what an apt description!
Thanks for reading and sharing!
Posted by: Ann Bares | September 17, 2007 at 04:05 PM
My pet peeve is managers who have a problem with an employee but the employee doesn't know it. The problem is much more with the manager is these cases.
Posted by: Ask a Manager | September 17, 2007 at 07:20 PM
AAM:
I would agree with you. I think some of these managers have convinced themselves that they are being "silent" out of compassion, but it is ultimately a big disservice to the employee.
Thanks for reading and sharing a comment!
Posted by: Ann Bares | September 17, 2007 at 08:58 PM
I brought up this point in a previous post regarding managers who believe their best employees are those who "show initiative."
Are we talking about the same thing---managers who don't thnk that part of their job is to provide direction and wait for employees to make the first move so they can absolve themselves of responsibility, if things go wrong, and suggest the "obvious" correct action?
Posted by: FrankGiancola | September 18, 2007 at 09:02 AM
Frank:
I think (or maybe I hope) that there is a difference between expecting employees to show initiative and expecting employees to read their managers' minds as to what is required of them. Although - as you point out - there may be no difference in the minds of some managers, and therein lies the problem!
Thanks for the comment!
Posted by: Ann Bares | September 19, 2007 at 05:15 PM