Missed deadlines, an evident lack of communication, people who don’t know each other well enough- as (a modification of) the Leo Tolstoy quote goes, ‘all happy virtual teams are alike; each unhappy virtual team is unhappy in its own way.’
This month, we’ll be discussing why this is often the case, and offering solutions that work.
Why do so many institutions and organizations love the bell curve so much? Because, as human beings, we like to compare. It is also perhaps an easy out that seemingly benefits the entire system. Why not just create 'healthy' competition? Why not just decide 'who is better' rather than deep dive into 'are they at their best'? There must be a better way to run performance reviews...
Isn’t it rare to find a team that respects their time off as much as they respect the days at work? Over time, these are the companies that people choose to work with. It is a decision driven not by money or motive, but by that elusive parameter that so many companies try hard, and fail, to get right- satisfaction.
In part one of this series, we considered why resolutions fail and how turning them into actionable goals helps us stay on track. Now let's look at the process of goal setting itself. We are sure you remember the SMART mnemonic for goals, and we don't blame you for resenting it just a little bit. However, the mnemonic sticks because it works.
Performance Management - two words that don't bring a smile to any face in an organization. The managers, who must sit down with each team member and review the year, find it tedious. The employees, who doubt the process and its outcomes, find it redundant. The human resources folks, who must make sure this painful process is seen to completion, struggle to sell it.