Performance Management

Instead of having a manager trying to pressure the workforce to create results by making them work more, faster and cheaper (Orange ideology), self-managing organizations rely on intrinsic/natural motivation, adjusted by peer emulation (mimicking) and market demands. Learning from your team mates and holding up to the standards by calling each other out, continuously, is the essence of this practice. It’s good to remember, that this type of peer challenging is possible in Teal bars, when open dialogue, honesty and trust are built in the staff DNA. The staff knows constructive criticism is not personal or bullying, but merely a vital tool to serve the best possible product and service to the guests – consistently. The decision making power, the given resources, the atmosphere and having a meaningful purpose drive people to perform. Not pushing people to the edge.

Teal bars can measure indicators such as productivity and profitability, not necessarily on an individual level, but in regards of process steps (prep time, rush hour, closing procedures) and team performance as a whole. As mentioned before, the data should be shared transparently to create emulation, which is a healthy way of creating peer pressure. Motivation to improve comes from pride, not from the need to please a manager. Overall, the staff should be acknowledged as smart and whole adults, not as children that have to be corrected all the time. In addition, staff need to know that the widely transparent data will not be used against them and therefore no one needs to be protected from the facts, whether good or bad.

Teal organizations are high on trust and low on fears. This creates an environment where feedback is welcome, appreciated and less threatening. Feedback should be given frequently, since studies show people need that or they “go mad” (The psychotomimetic effects of short-term sensory deprivation, a study on anechoic chamber a.k.a. sensory-deprivation room). There are good ways and bad ways to give feedback. Have a read or listen to Marshall Rosenberg’s “Nonviolent Communication” book for inspiration and come up with the right way to communicate in your workplace.

Constructive feedback and improvement suggestions should be given on the spot if possible, or as soon as it’s convenient considering you are in the middle of a busy Friday night shift. All in all, feedback should be given throughout the year, instead of letting it build up through the whole year just to be spilled out all at once in a yearly evaluation meeting.

Appraisal and feedback ideas

1. Fear, judgement, separation vs. love, acceptance, connection

  • Don’t try to fix the other person, try to understand, let them assess themselves truthfully
  • Have mindful discussions, start with a minute of silence or peaceful music and tune in to the moment

2. Don’t talk from an objective, generalized place, talk from your perspective (subjective)

  • Use the “I” language, share how you have been inspired, touched, puzzled, hurt, frustrated or angered as a result of what the other person has said or done
  • Offer a peek into your own world to let the other person understand how their behavior has impacted you (I like how you… I appreciate that you… I respect that you…)
  • Think of it as a joint inquiry, the more we open up, the more we show that it’s ok for them to do the same

3. Change the nature of the discussion from an objective snapshot of capabilities (strengths, weaknesses) to personal wide-angle perspective (life journey, potential, hopes and calling)

  • Make it personal, seek for stories, celebrate achievements, explore the learning behind failures

Recent Posts

Mika Ammunét Written by:

Bar Manager, Future Bar Owner

Be First to Comment

Leave a Reply

Your email address will not be published.