While using “tried and true” methods isn’t always a bad thing, someone else’s methods may not be exactly right for every organization. Leaders aren’t afraid to try new, and even unorthodox, methods to achieve optimum results.

6. Managers focus on product. Leaders focus on process.

While still holding to principles of quality, productivity and efficiency, leader is able to recognize effort as well as “end-product”.

7. Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth.

Everyone likes a “pat on back” for a job well done. However, managers rely heavily on things like “performance reviews”, “appraisals” and “kudos” from their supervisors and their subordinates to demonstrate a job well done. They also tend to rely heavily on those tools as motivators for their subordinates.

8. Managers need subordinates. Leaders strive to develop other leaders.

Leaders are always in process of developing other leaders. Managers tend to feel very threatened when they perceive someone may be “passing them up”.

9. Managers tell “what”. Leaders share “why”.

The manager is primarily concerned with simply giving steps to achieve desired result. The leader also takes time to explain why those steps are crucial to desired result. In doing so, leader is also imparting his “vision” to those that help make that vision a reality.

10. Managers are more concerned with doing things right. Leaders are more concerned with doing right thing.

Managers tend to be very “order” and “structure” oriented. Leaders have a keen sense of “spirit of law” and aren’t afraid to “bend” rules if it will achieve a greater good for everyone.

Copyright © 2002, Monty J. Sharp

********** Vision to Venture, LLC is an executive coaching company dedicated to providing an interpersonal approach to high performance Executives, managers and work teams. Our highly effective and balanced approach to leadership development, teambuilding and action learning get both business related as well as human results. Visit us at http://www.workteamcoaching.com

Establish Shared Understandings Establishing shared understandings and agreements takes guesswork and assumptions out of performance review process. Work with your team to create a list of performance management criteria that needs to be understood by all. Some examples: >Definitions of each performance competency >Definitions of rating scales or systems >Performance standards >Success indicators >What will be measured >How it will be tracked

Create Support Processes Creating support processes will become nucleus of partnership approach. In other words, support processes you create with your team become their critical opportunities to contribute to process. Again, work with your team to create processes that will support your performance review process. Some examples: >Weekly or bi-weekly meetings to discuss progress, roadblocks, etc. >Monthly, quarterly or semi-annual reports to track accomplishments, progress, etc. >A proactive ongoing feedback process - both employees and managers actively seek feedback regularly (what's going well, what can go better, what needs to change) >A year-end process for compiling information and planning for annual strategy/review discussion >A self-review process for employees - managers can request that self-reviews are submitted before manager writes review.

Integrate The System Now, put your process in action. Think of your "shared understandings" as your guide to performance standards and measurements. Your support processes are tools you use to gather and compile performance data. Now, all you need to do is to integrate information into your performance management system and schedule actual review meeting.

Reflect And Improve At end of each performance review cycle take time to get feedback from your team. It's as simple as scheduling a meeting or sending an email. It's a great time to review your shared understandings and support processes. Here are some questions to ask about process: >What went well? >What could have gone better? >What needs to change?

In Summary When it's time for annual performance review process both employees and managers have plenty of factual information, will already know how they're doing, and best of all, will have established relationships and rapport. The annual strategy/review discussion becomes a time for manager and employee to come together to reflect on past year, formally acknowledge accomplishments, strategize development opportunities and plan for upcoming year. And best of all, painful surprises have been eliminated.