I want to talk about defining performance. [MUSIC] I think I'll stick to my road bike. After this video, you'll be able to distinguish between behaviors and results. Let me talk about performance. When you define performance, I have a question for you, is it the behavior of the employee or is it the results? In the context of our discussion in performance management, I'm going to maintain that it's the behaviors. Because the behaviors are the only thing we have control over. In this particular thing, the gentleman on the unicycle seems to have pretty good control of his vehicle there. He's doing a wonderful job of balancing and perhaps showing a strong skillset. The results will be judged by the crowd. If they feel it's a good performance, they will rate it that way. So when we're talking about performance, I want you to have an understanding of the difference between the two. Behaviors are the things we can control. Results are the outcome. And in the dictionary they even define performance as an act of accomplishing something. It has nothing to do with the results. So, keep that in mind as we discuss these topics. So, when you think about behavior overall, let's look at this behavior continuum. We always end up evaluating employee's performance, but looking on the continuum of effective to ineffective. The thing I like about continuums in the ineffective and effective labels, if you will, that they really deal with the performance and the behavior, not the individual. So when I approach you about something, I think you'll be more effective on, it's not about you or your personality, or even your skill set per say. It's really about, how can I help you and coach you into doing better? So think about when you approach and define performance, that you're really looking at things on a continuum. And this discussion and this metaphor of the continue will come up again and again as we discuss this in more detail. So, the other thing I would like you to think about, is that even though we look at each behavior individually. So I might look at a behavior of hardworking, I might look at it as customer service skills, they are multi-dimensional and measure them to some degree individually. But it's the combination of those skills working together that either help or hinder the individual, the team, or the organization. So again, we will talk about individual skill sets and behaviors, but we will look at those in the context of a cluster of them, if you will, and how they affect overall performance. So, I'd like you to pause and reflect as we often do here. Can we have positive behaviors and poor results? So think of a situation that might answer this question for you. I'm going to maintain that we can have positive behaviors and poor results. Let me give you an example, I was recently at event, well organized, well marketed, and executed flawlessly. And one of the evaluations that we would have on any event is, was it well attended? In this particular case, it was poorly attended. But let me tell you why. It had nothing to do with the behaviors. Everything to do with the Minnesota weather. That day we had 12 inches of snow. So, using this example they did everything right. It was a great event and the people that were there enjoyed it. But overall, from a revenue standpoint, in attendance standpoint, it did not succeed. So, there are many times where we do things very well and the results just don't come out the way we want. We need to think about this when evaluating the performance. What did the employee have control over? That's the bottom line. Let me have you think about another thing. On the flip side, can I have positive results and poor behaviors? An example that I've seen several times in my experience as a manager, and they tend to happen in the sales situations, where you have a great sales person, meets their goals, exceed their goals. But they don't always treat their direct staff while in the process. They might have some turnover, they might have some disengaged employees. So while they are meeting their goals, and that looks good on paper, they are causing issues within the organization. And if you think about out goal here is, not just for the employee to exceed and have great results, but for the organization to do well. So this is a case where the individual must be looked in context of the larger picture. When we don't have behaviors look at, we do use the reaction to crowdness case to infer behavior. So I will look at the results in this crowd at the end of the unicyclist's performance. Perhaps had a standing ovation. I can infer that that person did a great job, even though I may not have any data. That will be the data I'll use on results. Or it could be a satisfied customer letter. I can infer that the behaviors used to make that customer happy were probably, in fact, positive. I can't imagine mistreating a customer, and them writing a letter about how wonderful the service person was. We also use results in place of behavior measures. If I don't have the behavior measure, I will look at the results and determine what type of behavior we have. This is a key thing to think about. So while we measure behavior, the results have an important part of the evaluation process. And we will talk about that in more detail at a later time.
