I must say that I approached Dick Grote’s book with some misgivings.
Since designing and helping clients to install performance appraisal systems and advising on possible approaches to management development, I have become rather cynical about their usefulness after they have been around for a couple of years.
This is not least because of many a line manager’s apparent inability to use such systems effectively, even though they may have been well trained in how to discuss performance issues. Other pitfalls include over-complicated procedures and a failure to follow up on training and development recommendations, which means that the whole process can end up falling into disuse all too quickly.
But Grote has written a valuable guide for managers on how to appraise and improve the performance of their people. He does, however, write very much from a US perspective, which tends to be harder-edged than UK-based approaches. As a result, his many valuable case studies and practical illustrations can seem overly tough.
Nonetheless, as Grote points out on a number of occasions, too many managers seem to be looking for warmth and affection rather than exploring the reasons for poor performance, providing employees with firm, constructive opinions and, when required, demanding change. He also makes it clear that pussy-footing around does not solve problems and, in fact, usually results in problems festering and becoming more serious.
Grote also indicates, however, that in order to undertake effective performance appraisals, managers must be very well prepared, be able to relate general performance problems to specific circumstances and also keep careful records of their employees’ efforts and behaviour. Managers who enter into an appraisal situation ill-prepared will usually be unable to support their views nor will they be in a position to give good advice.
My only concern about the advice provided in this book is that the focus is on the manager as an ‘appraiser’ who is in a position of power. But such an approach can easily lead managers to miss important aspects of the appraisal process or even dominate it. This situation is problematic because issues relating to unsatisfactory performance can often result from misunderstandings to which the manager has contributed.
As a result, appraisals may become more meaningful and lead to better relationships between the ‘manager’ and the ‘managed’ if the former takes a collaborative approach. Taking this tack involves emphasising that it is up to both parties to work together to ensure better performance and entails asking the disarming question: ’How can we do a better job together?’.
Nevertheless, Grote gives the reader a great deal of very good, clear advice and provides positive examples of how to deal with specific problems. These case studies could be a real help to managers who are concerned about improving the performance of their people and are prepared to give them some ‘tough love’.
Unlike many other books on how to improve performance, this one is down-to-earth, a model of clarity and amounts to good value for money. Managers who are facing intractable performance issues would, therefore, likely find it a very powerful work.
- The reviewer this time was John Pope, who is founder and director of management consultancy, John Pope Associates.
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