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Cowardice or courage? - September 2011
It’s the time of year when people are anticipating their performance bonuses - and managers are dreading the difficult conversations they can expect to have with those who are going to receive rather less than they were hoping for.
End of year conversations around bonuses and salary increments are tough tests of how well managers have been dealing with performance appraisals and feedback through the year. Managers who have been giving their people regular feedback; positive when it was deserved and critical when they needed to confront poor performance or bad behaviour, have nothing to worry about.
But if you have not held regular appraisals and have not confronted poor performance in conversations where you were you were honest about your concerns and clear about the consequences of continued sub-standard behaviour, then you face a problem. You have two options.
You can spread the available budget evenly amongst your team. This has two negative consequences. People who legitimately deserve more, and are high performers you want to retain and motivate, will be disappointed and upset. On the other hand, poor performers will receive tacit approval for their non performance and will be reassured that they can continue with it into next year.
This is the cowardly solution to the problem.
The courageous choice is to step up to the conversations you should have held during the year; give honest, constructive feedback and clear the air so that you start over on a realistic footing. Then allocate bonuses that send the right message about the kind of people and performance you want in your team.
