4 Managing performance

 

This chapter covers

  • The importance of managing performance
  • Best practices for performance management and expectations
  • Performance reviews
  • How to manage high and low performance
Performance management involves embracing employees’ strengths and being open to innovative ideas—even ones that change the status quo.
—Steve Jobs, Co-Founder, Apple, Inc.

As a new engineering manager (EM) overseeing critical product features for a team, you have one engineer, David, who consistently meets deadlines and takes on additional stretch work. Jason, another strong engineer, focuses on streamlining technical processes but misses key deliverables due to this extra effort. Although Jason’s contributions have long-term benefits, his time management affects project timelines.

Managing performance involves understanding team motivations and providing continuous feedback to foster growth and trust. In David’s case, he meets expectations, but Jason’s situation requires coaching on balancing priorities and timely communication. Effective performance management involves recognizing and rewarding high performance while providing guidance to address deviations. By intervening and mentoring Jason, you, as EM, can optimize team productivity and project outcomes.

4.1 Importance of managing performance

4.1.1 Sustained productivity

4.1.2 Career planning

4.1.3 Proactive feedback

4.1.4 Alignment on strategic goals

4.1.5 Better retention chances

4.1.6 Plans for future hiring and training programs

4.2 Best practices for managing performance

4.2.1 Promoting transparency

4.2.2 Ensuring fairness

4.2.3 Avoiding the Halo and Horns Effect

4.2.4 Providing recognition

4.2.5 Communicating effectively

4.2.6 Providing training

4.2.7 Performing continuous performance management

4.3 Performance reviews

4.3.1 Evaluating performance

4.3.2 Calibrating across teams/organizations

4.3.3 Preparing and conducting performance reviews

4.3.4 Handling pushback on the feedback