Each week, I attempt to openly reflect upon its happenings in hopes of figuring out how to get closer to living my ideal life.
My personal life last week was an emotional rollercoaster of missing kids and blocking less than optimal relationships. Yet, I strive forward.
Don’t force recognition
I don’t know why it has felt like I have to write my recognition of others in triplicate, much less write every one of them down.
In doing so, it becomes a forced feeling to recognize others for some imaginary points than because it’s the right thing to do. During a recent call with a respected peer, I realized I’m not the only one.
So for that 0.4 points drop-in feedback frequency that crops up now and then in OfficeVibe, thppt…
For some reason, I’ve been sharing my reasoning as part of the changes I make to the recruitment system. Even the less than optimal results that pop-up because an intentional good went awry.
After a few day’s thoughts on this topic, I realized that by sharing my change context, I’m providing insights to others as to why what and how we might evolve the interactions, processes, and systems that we work with.
Because otherwise, they would have no idea that a change was made in the first place, nor understand what effort it took to get an effective and efficient system we have made real.
My ego says, hey, I’m educating people on how I think in hopes that they expand theirs. I really like it when people make changes towards the better for things we do or use regularly.
I think it’s because we care enough to give the best efforts we can regularly.
Understand the differences
For 2020-21, the most impactful program I’m putting into place is performance management via 7Geese and other systems. As we shift from talking theory and intent to running proof of concepts to finally kicking off legitimate role expectation conversations, I’m blown away by the implications of what we’re doing at Axelerant.
I could be snarky and mention that we’re taking career management to the next level. However, that’s ignoring the fact that we genuinely care about our people.
Through performance management, we’re providing standardized clarity that’s not been feasible to have previously.
We as an organization choose how we formulate a role, how to draft its expectations in terms of accountable, responsible, and support statements, and identify the knowledge or competencies required to make those expectations happen.
Reasonable role level expectations
As an organization, we’ve come to realize that we can’t hold people accountable for every expectation and competency of their role. In fact, to do so would put ourselves on a death march.
So while an entry-level engineer might have a few responsibilities and 21 competency requirements, we’re only going to hold them to 4-6.
That said, us executives might have a half-dozen responsibilities and nine competencies to meet, and we’re expected to manage 10-12 at a time.
And, that’s the magic. The ability to genuinely make a typical role, unique for a person. Because while there might be project and organizational demands, the prioritized expectations a person has for their position is a collaborative conversation to help people strengthen what they jointly choose.
When that person wants to go to the next level of their role, the information is there to see what it will take to get there and be supported by coaches, mentors, and individualized training suggestions.
So, yeah, the coolest thing I’m working on this year at Axelerant is performance management, and after making 35 days off a year, it’ll be my second most significant impacting legacy.