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One thing that this article doesn't discuss is that performance is rarely something objective, and is unfortunately very subjective at times. I've managed many
by andrewmutz 5y ago
One thing that this article doesn't discuss is that performance is rarely something objective, and is unfortunately very subjective at times.
I've managed many smart people and it is common for Person A to complain about Person B's performance and to be wrong about it.
Another situation is that if a manager's only evidence of a performance problem is the word of another teammate, it's hard to distinguish between performance problems and collaboration problems.
- diamondage 5y agoAny tips on the best way to discern the truth?
- gwbas1c 5y agoAsk the complainer to show some documentation. Examples: If the underperformer is a developer, the complainer should be able to pull up examples of bad pull requests. Another way would be for the manager and complainer to plan to look at the next pull request together; or for the team to suddenly decide to pick a few pull requests to review in meetings. If the underperformer was a support person, the complainer should be able to show emails, tickets, ect, where mistakes are made. --- Do you have reasonable documented processes, and train newcomers in these? (IE, information to collect when interacting with customers, coding style guides, ect.) Audit the underperformer (and a few others) to see how close they are to the processes. If they diverge, hold an open discussion with the team (all stakeholders) about how reasonable the processes are. Assuming they are all reasonable, now you have your evidence.