Getting Performance Without Performance Management

This sprint ends October 14.

In Sprint 1, we provided new labels for what might replace performance management in a Management 2.0 world and described the key characteristics of our new visions.

In a recent blog post MIX Community member Bjarte Bogsnes has analyzed many of the submissions from Sprint 1 and offers up some of his perspectives here.

Now we want to hear from you. For Sprint 2, we have three tasks:

Task 1: Vote for the most compelling definitions.

Browse the entries below and vote for those you find most compelling. To vote, click on the “Like” button in the upper right-hand corner of each hack page. Vote for as many entries as you like. If there are particular themes you know you are interested in exploring, you can filter the list of entries using the "Filter by Keyword" drop down below.

Task 2: Build on the definitions you like most.

Once you’ve voted, if you have suggestions that might make one or more definitions even better, please share them in the comments section below the entry. Feel free to suggest combinations of ideas from more than one entry as well.

Task 3: Volunteer to join a hacking team.

We’ve been so overwhelmed by the number of thoughtful entries (almost 60 at last count) that we are considering whether to add a follow-on sprint to the end of this hackathon in which we’d develop some of the best definitions into full hacks for the MIX. If you’d like to volunteer to continue developing any of the definitions you see here (including your own!), please add a comment saying “I’d like to volunteer to develop this definition further” in the conversation below the entry. We'll provide more information once Sprint 2 is complete.


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max-mitesh-patel's picture

First of all getting high impact performance which should be sustainable for long time (for individual and teams and companies) and much more satisfying (to all employers to employees and society) that’s the challenge for all of us, because performance management is not just the business challenge but the social...

manuel-j-martinez-iii's picture

The need to have a substantial manner of flexibility

We, in our own inward capacity as human beings, have all it takes to manage our objectives where the interplay of control and output occupies a significant amount of compromise to get results. We often see this played by start-ups who...

elise-morris's picture


For decades organizations around the world have struggled to achieve 'real' (large scale) shifts in performance.  “Real” shifts in performance that are transformational for both the individual and the organisation are rarely experienced and even more rarely, sustained.

Traditional performance reviews engender fear and create a disconnect in most,...

By Elise Morris on October 7, 2012
anders-olesen's picture

The label: I very much agree that the current label “Performance Management” includes or implies a wrong message. What we want to have is the optimal mix (or suite) of tools/elements/systems/processes/practices etc. that in combination provide the optimal circumstances for all employees to perform to their maximum all the time....

By Anders Olesen on October 6, 2012
christopher-d-lee's picture

We need a Performance IMPROVEMENT system, not a performance RATING System.  Most traditional systems are designed to look backwards and document and rate PAST performance.  Since we cannot change the past, our focus should be on taking actions to optimize current and future performance.  In 2006, I authored a book called PERFORMANCE...

charles-h-wallace's picture

Typical performance management is top down in nature.  It is based on a premise that the organization knows what high performance looks like but they just need everyone to ALIGN and perform.

The new model is based on a new paradigm which melds both humanistic psychology and the new science...

By Charles H Wallace on October 6, 2012
srijayan-iyer's picture

There are two unique yet unified activities in performance management; the technical process and the cognitive process. The former is linked with administrative and routine matters and the latter with the perception of people and “how” it affects performance management. Technical aspects of performance management becomes manageable only if people...

By Srijayan Iyer on October 5, 2012
mary-anne-gallagher's picture

If we can focus our performance conversations on the higher order objective of liberating human potential we will drive productivity. performance and passion.  Human beings are endless sources of untapped potential.  We are the competitive advantage of the future.  Let's free our people and see the upwards spirals of positivity flood...

michael-sonntag's picture

The conclusions of the newest findings in neuroscience are that the need to perform creates fear, which in turn produces stress. Chronic stress has a dramatic impact not only on individual performance, but also on the performance of teams and thus the long-term survival of a company.

In this Hack...

carl-hamilton's picture

Performance management is much like traditional management. The manager is both the coach and the referee and the focus is the entity of one (person).

Many of the rewards that we put in place to drive performance focus on increasing influence over others and on financial compensation.  But we know...

By Carl Hamilton on October 5, 2012