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Whether receiving or administering a performance review (a.k.a. the centerpiece of a Performance Management system), such a review is often anticipated and received with as much enthusiasm as an unanesthetized root canal.  Those who feel this way are the people who have a completely mistaken notion of what Performance Management is and what is its use.

Here are seven of the most pernicious myths about Performance Management. The first four exist in the minds of managers, and the last three reside in the minds of employees.

Myth # 1  If I “manage” people, they won’t perform, so I best leave them alone.

Some managers, especially those with unassertive personalities, view themselves as “nice people”, so they are reluctant to “impose” on their employees.  They avoid giving direction or setting accountability, and they live in the hope that the work will somehow get done.  They fear if they are too “pushy”, their employees will resist or leave.  As such an adversarial environment would predictably create even more problems for these managers, they hide away in their offices or busy themselves with meetings so as to avoid the unpleasant task of actually managing people or their performances.  This leaves employees directionless, and it guarantees underperformance since no one knows what is expected.

Myth # 2  Performance Management doesn’t matter, so why bother?

Other types of managers indulge in a different kind of magical thinking from the aforementioned who hope for work to happen. Instead, this crew probably has no trouble being directive and telling their employees what to do.  And, then they believe that that is where their responsibility ends.  This management style operates with a simple punishment-reward system:  Those who do their work well are rewarded with whatever resources the manager has at his or her disposal (bonuses, salary increases, promotions, plum assignments, better working conditions); those who don’t perform well are left to languish. In either case, very little verbal interchange about performance actually takes place which leaves employees feeling frustrated and clueless about if, how and why they are valued in the workplace and how they can improve their performances.

Myth # 3 I’m uncomfortable with those kinds of conversations, so I’ll avoid them.

The most intrepid managers can cower under the pressure of the performance review.  This is largely because they lack the interpersonal and communication skills to give constructive, nuanced feedback.  How many managers do you know who delay, cancel and outright avoid meetings to discuss performance, and, if they do succumb, they mumble through a quick conversation without reference to specific examples of ones performance?  This all too common behavior not only frustrates employees, but it actually demotivates them.

Myth # 4  I have to tell them when they are doing things wrong, or they’ll never perform.

Some managers labor under the delusion that Performance Management means offering criticism and pointing out all the errors, misjudgments and failings of their employees in the hope that they will see the light and improve.  One manager I know said, “I refuse to give them the compliment sandwich; I’m a straight shooter, and I tell it like it is.”  Is it any surprise that that person’s organization suffered high turnover?  An environment that exclusively focuses on the negative and does not express appreciation or praise is one that cultivates fear and inhibits risk taking, innovation and engagement.

Myth # 5  Performance reviews are either a non-event or always negative.

Many employees have grown skeptical or fearful of the performance review because so often it is handled so badly.  But, employees themselves contribute to the negative outcome when they bring overly defensive attitudes to the conversation.  Being hypersensitive to any criticism and taking any constructive feedback personally can derail the best intentions of a manager.   And, if performance reviews take place without the context of a whole Performance Management system in which expectations have been clearly discussed and ongoing feedback is part of the program, the annual performance review can feel phony, awkward and unproductive.

Myth # 6   I know my job; I don’t need Performance Management.

Whether due to employee arrogance or ignorance, this attitude can sabotage managerial attempts to develop the team.  This is problematic when the employee has greater technical skills than does the manager or when an individual contributor is reluctant to participate and work in a team.  Without the boundaries of a fair and formal Performance Management system, “rogue” employees can make their own rules and undermine morale.

Myth # 7  I have to sit passively and listen to my manager’s criticism and comments.

Some employees mistakenly believe that a performance review is a one-way monologue instead of seeing it as an opportunity for discussion.  Instead of preparing a list of accomplishments and challenges as well as a list of questions about performance, evaluation and career, these employees approach the performance review passively and await their fates.  Participating (or not!) in this way is to misunderstand how Performance Management can be a helpful tool in shaping expectations, in learning how well one is doing and in proactively deciding what challenges to shoot for over the coming year.

Next week, we will debunk these myths, and I will show you how to turn Performance Management into a tool for harnessing energy and motivation.  Used wisely and well, a Performance Management system can help increase employee engagement and performance, and you and your team can achieve the organization objectives with much less stress and struggle.

Fredia Woolf, Founder of Woolf Consulting, writes about career and workplace issues.  She coaches leaders on how to reach their people, their goals and their potential, and designs programs for organizations to enhance their effectiveness and the quality of their leadership.  She can be contacted at fwoolf@woolfconsulting.com.

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