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Perfect Performance Process
Agent SMART
On Your Mark, Get Set, Goals
Put Me in Coach
Conflict of Interest
100

This step provides a link between planning the work for individual colleagues, and the overall department and Company goals

What is Setting Goals and/or Objectives for Employees?

100

This is when goals are to be simplistically written and clearly define what you are going to do.

What is Specific?

100

Monitor this regularly on all goals to ensure they are appropriate and the colleague is achieving them.

What is Progress?

100

Someone who instructs, trains, develops, assists, and supports performance.

What is a Coach?

100

Expands the range of possible options and achieves a win/win outcome.

What is Collaboration?

200
Discussing these helps colleagues understand their goals, objectives, and job responsibilities.
What is Discussing Expectations and/or Performance Standards?
200
This is when goals are linked to a timeframe that creates a practical sense of urgency. It also helps the colleague to be accountable and creates motivation.
What is Timely?
200
These should be linked to the organizational goals colleagues support, giving an important context for their work.
What are Colleague Goals?
200
A document that is drafted mutually agreeable between a manager and colleague that documents the key elements of a discussion related to either successful or poor performance.
What is a Coaching Plan?
200
Accedes to the other party and maintains harmony.
What is Accommodating?
300
This regular activity by a manager can be used to recognize colleague success and contributions, allow for communication, and direct suggestions for development and growth.
What is Providing Feedback?
300
This is when the goal relates to performance expectations or professional development and represent an objective toward which you are both willing and able to work.
What is Relevant?
300
Provide this regularly to colleagues to ensure continuous growth and improvement by them.
What is Feedback?
300
Managers are to do this activity when repeated demonstration of the successful behavior is observed.
What is Praise?
300
Is a zero-sum orientation with a win/lose power struggle.
What is Competing?
400
By evaluating this based on the colleagues' performance expectations it can help identify if they met the goals, help increase productivity, or correct problems.
What is Evaluating Results, Output, and/or Metrics?
400
This is when goals are associated with tangible evidence that it was accomplished
What is Measurable?
400
Use this to record milestones, accomplishments, successes, and challenges as they occur, when the details are fresh.
What is a Performance Journal?
400
When addressing poor behavior, describe this type of "activity or action" instead of the behavior that is causing lower than desired performance.
What the colleague could do differently/better to achieve greater success?
400
Withdraws from the situation to maintain neutrality.
What is Avoiding?
500
Is an ongoing process of communication between a manager and a colleague that occurs throughout the year vs. annually, in support of accomplishing the strategic objectives of the organization.
What is Performance Management?
500
This is when goals stretch colleagues slightly so they feel challenged, but defined well enough so that they achieve them.
What is Attainable?
500
Held quarterly or even monthly, these meetings encourage and formalize the dialogue and feedback process between the manager and the colleague.
What are Goal / Review Meetings?
500
Involve this person in identifying how they can master and apply the new desired behavior.
Who is the Colleague?
500
Minimally acceptable to all where relationships are undamaged.
What is Compromising