Oddly, performance management accounts for just a small fraction of judgment at work. The rest of it comes from people who probably have very little to do with your day-to-day work. OK, so maybe the people with whom you work directly gossip about your work habits behind your back, but that still only accounts for…maybe…half of the judgment that follows you around the organization. The rest of it comes from people who probably have very little to do with you. Ironically, it is quite possible that these people have the ability to influence how others view your contributions. And, as a friend of mine put it today, the higher up the food chain, the more influence they have.
We need to acknowledge one very important thing: other people’s perceptions in the workplace IS reality…at least in so far as perception is how individuals experience reality. What we subjectively experience becomes our reality. We convey that subjective experience to others, passing along our version of reality. Most of the time, however, we don’t have the full story. In fact, we often have far less than complete information. And we judge all the same. For example, if you stood on a street corner and observed an accident between two cars, you would judge the drivers. One would be at fault, the other less so. However, from your side of the street, you may miss the small child that caused both cars to swerve. Just perceive a subjective reality and judge.
Our judgments are based on direct observations, of course, but they are also based on many other psychological and cognitive artifacts. We judge based on archetypes: that person is a manager, and he acts like the model of all managers… We judge based on stereotypes: that guy is Hispanic, and Hispanic guys always do… We judge based on misinterpretation: that lady must be really angry because her face is red… We make these assumptions, and we gather them all together to create a story about a person, place, or event. We then relay that story to others and, in turn, affect their judgment. At work, that can be damaging to individual performance, to individual morale, and to individual careers. Even worse, it can be damaging at a team and organizational level.
Worse yet, judgments we pass on others and that others pass on us based on incomplete or erroneous information can become part of how performance in the workplace is formally evaluated. We might find ourselves listening to feedback our direct manager is giving us that is based on some other person’s casual observations of us. Often, these are people with organizational influence. We seldom hear about that kind of feedback from the general workforce, peers or not. It’s always a senior leader’s perception that we are told is more important to manage.
The problem is that performance management should be between an employee and their direct manager or leader. Career management and perception management aren’t bad things, per se, but they should be addressed independent of performance. In fact, if you’re in a position of leadership, set up a career coaching session or a perception management feedback meeting. Handle those things separately. Make performance management about what someone does and how they do it. Base it on criteria that are as objective as possible. Make it about you and the person you are accountable for leading. Incorporate feedback from others when it makes sense, but make sure it is focused on performance, on delivery, not on casual perception.
Honor your commitment to those you lead by making performance a part of your relationship with them, not just an item on an annual checklist. And, to the best of your abilities, protect your relationship with your reports by shielding them from the judgments of others. Especially others at the top of the food chain.
We need to acknowledge one very important thing: other people’s perceptions in the workplace IS reality…at least in so far as perception is how individuals experience reality. What we subjectively experience becomes our reality. We convey that subjective experience to others, passing along our version of reality. Most of the time, however, we don’t have the full story. In fact, we often have far less than complete information. And we judge all the same. For example, if you stood on a street corner and observed an accident between two cars, you would judge the drivers. One would be at fault, the other less so. However, from your side of the street, you may miss the small child that caused both cars to swerve. Just perceive a subjective reality and judge.
Our judgments are based on direct observations, of course, but they are also based on many other psychological and cognitive artifacts. We judge based on archetypes: that person is a manager, and he acts like the model of all managers… We judge based on stereotypes: that guy is Hispanic, and Hispanic guys always do… We judge based on misinterpretation: that lady must be really angry because her face is red… We make these assumptions, and we gather them all together to create a story about a person, place, or event. We then relay that story to others and, in turn, affect their judgment. At work, that can be damaging to individual performance, to individual morale, and to individual careers. Even worse, it can be damaging at a team and organizational level.
Worse yet, judgments we pass on others and that others pass on us based on incomplete or erroneous information can become part of how performance in the workplace is formally evaluated. We might find ourselves listening to feedback our direct manager is giving us that is based on some other person’s casual observations of us. Often, these are people with organizational influence. We seldom hear about that kind of feedback from the general workforce, peers or not. It’s always a senior leader’s perception that we are told is more important to manage.
The problem is that performance management should be between an employee and their direct manager or leader. Career management and perception management aren’t bad things, per se, but they should be addressed independent of performance. In fact, if you’re in a position of leadership, set up a career coaching session or a perception management feedback meeting. Handle those things separately. Make performance management about what someone does and how they do it. Base it on criteria that are as objective as possible. Make it about you and the person you are accountable for leading. Incorporate feedback from others when it makes sense, but make sure it is focused on performance, on delivery, not on casual perception.
Honor your commitment to those you lead by making performance a part of your relationship with them, not just an item on an annual checklist. And, to the best of your abilities, protect your relationship with your reports by shielding them from the judgments of others. Especially others at the top of the food chain.









