The Three I's of Performance: Measuring Continuous Performance
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As we have mentioned, the traditional model of semiannual or annual performance reviews conducted by managers is outdated and ineffective but very few organizations have formally changed how they “manage” employee performance. Over time, the evolution to a more ongoing, continuous development process will happen, but for most organizations that type of organizational change can take years.
On Monday, we posted an article from Business.com that we felt had a good grip on how to implement a continuous performance environment within an organization. It boiled it down to five steps, plus a final sixth one about using technology to help the implementation. Here were the six steps:
Talk to managers to discover who is already conducting regular performance discussions.
Get buy-in from senior leadership.
Sell the benefits to your managers.
Provide the necessary training and guidance.
Continually communicate the changes that are about to take place.
Make use of continuous performance management software.
Understanding the benefits of continuous performance and how to implement it within an organization is obviously an important first step, however a critical aspect of the continuous performance trend we find always gets left out is how to actually measure the success after implementation. The managers and employees are following the plan, but how do we actually measure that individuals success?
It is done by measuring the Three I’s of Performance: Initiative, Influence, and Impact. Each area builds and emphasizes the other and all three are needed to truly succeed in a continuous performance environment.
Here is how they break out and what questions can be asked to measure the success.
Initiative: (noun) the power or opportunity to act or take charge before others do.
A primary driver for any performance success is consistently taking initiative. Is the individual:
Better clarifying roles and responsibilities?
Defining their goals and objectives?
Aligning their performance actions and activities?
Personally setting performance expectations with the leader or manager?
Scheduling 30-40 minute connections, on an every 4-6 week cadence to review and plan the performance results?
Influence: (noun) the capacity to have an effect on the character, development or behavior on someone or something.
It’s not just what you accomplish but how you go about getting results is equally important. Every interaction is an opportunity to either positively or negatively influence the outcome. How we act, and more importantly, how we react can define our impact and the effectiveness of that impact.
As part of continuous performance development consider if the individual is:
Developing greater situational awareness?
Is their attitude consistent and does it promote positive interactions?
Are their daily behaviors aligned with organizational and team values?
Do they create authentic connections, not just more communications?
Impact: (noun) the force of impression on one thing or another.
And finally, assessing and enhancing overall impact. In continuous performance development, understanding, measuring, and enhancing the daily impact and individual has is critical to ensuring sustained value being delivered to the team and organization. It is the initiative combined with the influence that will determine overall effectiveness and success.
Consider these focus areas that enhance overall impact:
Better self-awareness combined with better situational awareness.
Is the individual reflecting each day on their personal daily contribution?
How are their actions and results supporting the team?
How and where can they accelerate their own performance?
This 3 I performance framework can and will set a continuous performance environment apart. As you look to focus and account for performance actions, activities, and results, always remember to measure the initiative, influence, and impact of each individual.