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The High Impact Middle Manager by Lisa Haneberg

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Chapter 10

Performance Management Myths: What Not to Do

Mike complained that he wasn't able to spend much time managing his people because he had too many other important tasks to do. He did not enjoy having performance conversations or team meetings and generally tried to avoid them. Meanwhile, his two teams were struggling with different performance challenges. One team employed many smart and hardworking people who were overwhelmed by ambiguous roles and turnover within the department. The other team lacked focus and had several people who were not a good fit for their respective positions. Both teams lacked effective and proactive management. Compounding the problem was the fact that many members of Mike's staff had become helpless while ...

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