Using Performance Language to Influence Results (A Culture Coach Classic)
Last month we talked about the importance of clearly written performance expectations.
Let’s begin with a Culture Coach Classic regarding language.
Language matters. Here are some ideas that can help.
Be specific. No, really specific. Most of the rest of the following suggestions are some variation of specificity. It’s so critical in performance language because it takes the guessing out of what’s going well or what needs to be improved. As you write your comments, try to see through a filter the following questions: have I set this person up for success and improvement? Have I used language that paints a picture of what I really want? Have I noted specifically what is going well, if appropriate, so that they can build on those behaviors? Base language on observable behaviors. Performance language must have a firm foundation of verbs and words denoting actions and behaviors. What behaviors lead to the results of this person’s performance? Whether the desired skills are technical or interpersonal (or both), what behaviors can you observe? If they are not doing something that you expect or doing something you want them to stop, it’s essential to base your comments on the actual behaviors themselves.
Tie language to specific goals, company values, or major initiatives. All work performance should align with the organization’s goals, mission, and values. Your job as supervisor or manager is to help employees have a clear line of sight from their job tasks, skills, and overall vision. Each task, goal, or activity should be linked in language, too. This also answers the why-am-I-doing-this question for the employee. Link your comments about performance to a tangible goal or desired outcome.
Be balanced. Good communication balances the language of accountability and respect. If you tip the scales one way: all the language is vague and “nice,” the employee (and your written record) are not specific enough to communicate what’s going well and what you want them to replicate in their performance. If the language is too heavy on using words like “always” or “never,” you may be implying a certain percentage of work performance that’s not accurate. Balance your comments with accurate, specific recognition and clear, effective language for improvement. What performance improvements or changes will help enhance this person’s work, contribution, and work experiences? How can you say this in a balanced way, being direct (specific) and respectful (but not vague)?
Focus on what you want to see. Suppose someone’s performance is sub-standard or inconsistent. In that case, if applicable, you need to be specific about what you want to see changed (the desired result or behaviors) and include one or two examples of what’s not working. You need to document what’s important to change and the contrast or mismatch in the current performance. If you’re unsure how to do this, seek assistance or coaching, but it is important, to be honest about what needs to change and what you want it changed into. Don’t make people guess about how to improve. Use language that helps them know what “standard” or “excellence” looks like regarding performance behaviors.
Use timeframes. Many times, with good intentions, we ask for what we want to see a change in performance, and we even use specific language and map out what the change should be. Then, we become frustrated because we don’t see those changes happening quickly enough or with the sense of urgency we desire to see. Many miscommunications have occurred when we don’t add a “by when” element to our language. What’s the timeframe desired? When will you follow up (or do you want them to follow up) to ensure benchmarks and improvement goals are met?
Use language to frame conversations. Ideally, any written document about performance is a conversation tool and a way to frame our working relationship with one another. Use the comments sections to record the highlights of your desires for performance enhancements and strengthen your relationship with your employee by conversing with them about their performance. Regular one-on-one conversations can inform your review conversations and documentation and truly enhance performance, results, and relationships. Everyone wants specificity and clarity regarding performance enhancement and improvement, as well as positive feedback about progress and results.
Want to learn more about writing performance expectations? Reach out! libbywagner@libbywagner.com.
