Managers need more than data to effectively lead their team
Equipping managers with data is a great first stop to helping them improve their performance
Grace Tripathy
, Mon 30 May 2022
If you recently received a new position at your company and were handed a portfolio of various reports and charts regarding overall past performance analysis, and told to analyze them and start your position, what would you do?
Of course, you can analyze the charts, and look at the trends of performance over time within the company. But what does that tell you about your position, or how you should perform to receive the best results from your new direct reports?
There’s simply no training for a new position in analyzing charts.
What do the charts mean? Sometimes trends are low, and sometimes they are high. But that doesn’t tell you what the employees were thinking or experiencing when they filed these performance reviews.
Charts and reports are not training.
In my last article, How to get your new managers to be more effective faster, I discussed the flaws within the current way that we equip new managers.
The current way that we equip new managers to lead with data is flawed
Joining the leadership team is a great accomplishment, but it could also lead to the demise of a person’s career if not managed properly.
It’s important to be able to recognize the right employee to transition into a first-time manager, but it’s crucial to help them become the skilled leader that the organization needs. But more than likely, these new managers won’t have all of the skills they need right away.
Even if someone is excellent at their job, being a new manager comes with an entirely new skill set. They are not just responsible for themselves anymore; they have an entire team to manage.
The biggest flaw when equipping new managers is the outdated protocol for transitioning positions within the company.
When anyone is given a new position, they must go through the transition process of paperwork and assessments to assure that they are fully aware of what the job entails and what their new duties are within the company.
Are charts and reports the proper training protocol? Or does this only confuse and lengthen the process of transitioning into a great new manager?
In order for performance reviews to be effective and accurately represent a product that is meaningful to the viewer, there needs to be more training for employees and new managers regarding the importance of performance reviews.
If new managers are properly trained on the importance of performance reviews, they will be able to conduct more effective evaluations and produce responses that they can work with, and build off of.
If employees are properly trained on the importance of performance reviews, they will continue to stay engaged and give honest feedback, knowing that it will be used for the betterment of their time at the company.
With proper training for both new managers and employees, new managers will be able to look at the performance reviews and analyze what needs to be changed and continue to benefit their direct reports and the company, overall.
Challenges include…
- Managers aren't trained in why the tool is being used, diminishing response rates from employees
- When data is collected and shared with the managers, managers aren't trained in what the data means or what to do with the data, so response rates from employees diminish.
- Managers are busy so asking them to sift through a "knowledge base" of helpful tips based on the data that comes in does not actually lead to them doing anything with the direct reports with the data, even if the knowledge-based was curated for them using artificial intelligence.
- When managers don't do anything with the data that has been requested of them from the direct reports, the direct reports become frustrated and disengaged
- When employees don't complete the regular surveys, the performance management tools are rendered useless because there is no data to review
All in all, the key to new managers effectively leading their teams starts with proper training. The duties of a manager include much more than just understanding how to direct their employees in a certain direction of goals that the company aims to accomplish.
In order for a manager to fully have an impact on their new employees and the overall change of the company, they need training in more than just the protocol transition charts.
Understanding how to effectively make an impact as a manager, make close connections with their new direct reports and emulate a positive workplace are all things that must be implemented into the new manager transition period.
After the proper training to understand what the position entails and how the new manager can get creative with their new implementation to the job and the company, it’s important for the new manager to understand the performance review process.
The performance review process should accurately portray evidence from employees of likes/dislikes/struggles/strengths within the company so that the manager can identify strengths, weaknesses, and goals for their team.
So how can a company get the most out of its performance management?
Performance reviews must deliver meaningful results
After you’ve properly trained your new managers, it’s your company’s job to provide your new managers with meaningful performance reviews to analyze. Meaningful reviews include honest feedback from employees; a product that your new manager can use to effectively lead their new team.
Traditional performance reviews lack meaning. Charts measure trends, but trends don’t tell a new manager how to make a difference, and how to best lead their new team.
Minimize the learning curve of new managers becoming effective leaders and use AIM Insights to conduct performance reviews.
AIM Insights Performance Review SOLUTIONS include…
- All managers are trained and onboarded in a live training coordinated with the host company
- All managers receive custom walk-throughs with an executive coach of their team's data every month with the executive coach providing guidance for each direct report a manager is in charge of
- Managers receive unlimited email coaching to help guide them as they encounter challenges and roadblocks with their direct reports
- When managers have effective 1:1's with their direct reports based on the data their direct reports are submitting, response rates increase and stay high, creating immense value and tracking for the company
- Increased employee retention and satisfaction
- Enhanced productivity and goal achievement
- Improved work-life balance
- Streamlined communication
- Seamless accountability
- Greater transparency between you and your direct reports
- Zero prep time performance reviews
- Alignment between employee goals and organizational goals
- Monthly personalized tips on your team from an executive coach
