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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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...

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...

michele-zanini_4's picture

The "management" piece is traditional performance management typically assumes top-down control--that is, someone higher up the chain is supposed to ensure that their "direct reports" are delivering the expected performance.  The hierarchical approach creates several issues that Bjarte and others have pointed out--e.g., extensive gaming, overreliance on the judgment/expertise of...

By Michele Zanini on September 21, 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
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...

ben-biddle's picture

The name "Mastery Feedback Loops" is derived from Daniel Pinks' Drive.  In it, he identifies three intrinsic motivations in the workplace: purpose, autonomy and mastery (to which I would also add identity, to account for the social nature of the human animal, but that's another discussion).  The practice formerly known as...

By Ben Biddle on September 21, 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...

louis-dietvorst's picture

Traditional performance management is dominantly based on the construct of KPI's - Key Performance Indicators and the illusion of control (yes, control is an illusion, ask Adi Da Samray...). By believing the way to 'manage' performance is in gathering, visualizing and evaluating (often meaningless) indicators, we might forget what it's...

By Louis Dietvorst on September 22, 2012
bard-c-papegaaij's picture

The conventional model of Performance Management puts too much emphasis on the performance indicators and not enough on the performer. It also assumes that performance is simply a matter of doing the right things: follow the formula and you will get the desired results. What it fails to acknowledge is...

By Bard C. Papegaaij on September 22, 2012