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Tim and the Golden Rules of Performance Tutorial

Discover the captivating story of Tim at Alticona, a well-meaning but ineffective manager who struggles with performance management. Explore the pitfalls of vague expectations, lack of team collaboration, and ineffective tools. Uncover the vital golden rules of performance that Tim neglected, leading to his downfall. Don't miss out on these essential insights into agility and change!

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00:00:07

However,

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Tim did not know how to manage performance.

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Clear expectations.

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Tim had vague expectations.

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He would repeat

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the important thing is to improve performance.

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No smart goals or KPIs to illustrate what he meant by improving performance.

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Validate competence.

00:00:27

As for validating competence,

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Tim believed everyone knew what they had to do.

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He ignored the necessity of validating skills.

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Training,

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in his view,

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was a gift offered to the best elements,

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not a necessity.

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Good work organization.

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The organization of work resembled a complex spider web.

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The Eisenhower matrix was a foreign concept.

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Priorities delivered by Tim were determined by

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the urgency of the last email received.

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Everything could change in an instant.

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Fluid collaboration.

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Collaboration in the team was minimal.

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Tim let remote workers work in isolation.

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He had given up on team meetings and work groups.

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He didn't want to disturb,

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but he repeatedly said,

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If you need to talk,

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I'm here.

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Efficient tools.

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Efficient tools were relics of the past.

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Slack,

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Jira,

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and Trello were exotic names.

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Communication was done through bottles thrown into the open space C or

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via 50 line emails and 10 attachments that nobody wanted to open.

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Recognition and motivation.

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Recognition was a mirage,

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motivation a distant dream.

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Positive feedbacks were like eclipses,

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rare and mysterious.

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Tim believed that work was its own reward.

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He thought that doing one's job well was

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normal and didn't deserve to be highlighted.

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Measuring goal achievement.

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When Tim wanted to measure goal achievement,

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he was in trouble since goals had not been fully defined.

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They were changing and no indicators had been set.

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One day the news fell like a guillotine.

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Tim was fired.

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He had neglected the golden rules of performance for too long.

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