3. Over the last 2 weeks I’ve met with several people who have asked the same question. How do I validate our current go-to-market, marketing and demand generation? Is it the right approach? I always share this afterwards - 7 predictions for b2b marketing in 2020 and follow up in more detail.
The team working for you will never become high achievers in your eyes and from the perspective of your company’s needs if they don’t know what is expected of them.
However, you can’t simply hand team members a list of expectations and be done with it, nor can you apply a fixed set of expectations to every colleague — everyone has role-related responsibilities, and unique skill sets.
I also think it’s worth setting aside the typical performance review approach: rather than scoring your colleague against a list of requirements, develop a self-scorecard with your team member. This scorecard should include parameters around individual talent, teamwork and the overall attitude towards work.
A team member’s scorecard outlines the key areas in which they contribute to workplace performance in line with their job role, personal skills and the overall goals of the business.
For example, as CMO my “Talent” indicators would include the ability to generate demand and the capacity to create collateral including content and copy. “Attitude” would include a self-graded measure of hard work and the ability to stay energetic and positive. “Team” criteria would include the ability to collaborate and share.
Your team member should then self-reflect and give an honest opinion on how they personally measure up against these criteria. Self-reflection is a key proponent of accountability, self-awareness and mental clarity. If you can encourage and empower your team to embrace self-reflection for performance improvement; you will see a marked shift in their attitude.
Please do discourage team members from giving automatic high scores. Ongoing development to achieve world-class levels of performance requires you to measure your own performance relative to their industry counterparts who are the very best in that role. Often this can mean that, despite significant effort, the just score is only 6 out of 10.
Your communication needs to be clear in that it is not a performance management conversation.
That’s something entirely different, this is about habitual behaviours and outputs that underpin high performance. And you must build trust as leader and employee to work together on driving their self-improvement.
It’s genuine and designed to make them become the best they can be.