From the time we begin school and throughout our professional lives we are under pressure to perform. Some pressure is good…it sets up standards and expectations of what we should be able to achieve and puts us in enough discomfort that we try harder. Some pressure is harmful…it increases anxiety and discourages effort to a degree that the performance goals are never reached.
The question for teachers and supervisors alike is how much performance pressure to apply before it becomes too much. When does the pressure to perform yield negative results? Performance management training provides guidelines for the ideal middle ground (or creative tension zone) where the goals are just possible, encourage extra effort and are relevant to the individual, the team and the business as a whole.
Daniel C. Hickman of the University of Idaho and Neil E. Metz of the University of Central Oklahoma published an abstract in February 2015 for the Social Science Research Network in which they explore the impact of pressure on performance after studying data from PGA tours. They found that even professional athletes who are used to high pressure situations “choke” on their key putts when the pressure to perform escalates.
To avoid this in the corporate setting…
- Collaboratively PlanWork together, employee and supervisor, to establish clear goals that challenge but are attainable. While it takes longer and required more effort, believable and achievable goals promote higher performance. The cartoon illustrates the “disconnect” that can occur when expectations are not mutually created and agreed upon.
- Monitor ProgressProvide targeted development opportunities when and give frequent feedback so that people always know where they stand compared to the agreed upon performance standards.
- Review and EvaluateRecognize accomplishments, take corrective action if required, create a new plan and adjust goals as circumstances change. The art of leading and managing performance is making the changes necessary to succeed.
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