Confuse Development

As we enter into the last part of 2023, there are many year-end activities that will be conducted. One very important one is evaluating 2023 at a firm level, a team level and an individual level.

As you are a part of those evaluation conversations, make sure you don’t confuse development with performance. Too often, performance metrics override developmental progress because they are easily measured and used to determine bonuses, promotions and salaries for next year. This over emphasis is short-sighted and demotivating.

For instance, a development goal for managers might include training staff and delegating work. These are a bit more difficult to measure but are much more valuable than simple performance metrics. In fact, performance metrics may suffer with this development goal, another disincentive to focus on performance over development.

Stall Development

Downplaying development isn’t the answer. When last year looks just like this year, you may be more fluent in that work and have learned a bit more about those clients. But at what point is task fluency more valuable than developing new capabilities? Repeating the 5^th grade may mean you get better grades, but you haven’t learned anything new. At some point, it’s time to move up a grade where the opportunities and experiences are different and more challenging.

Another way performance is elevated over development is that when people are promoted to the next level, it is tempting for the promoted ones take along with them the work they used to do. While there is definitely a need for a smooth transition, firms tend to tolerate too much time before the promoted ones are functioning at their new level. After all, the promoted ones are so efficient with the work they used to do, that the performance metrics look so much better. Everyone feels more confident and comfortable, but no one has progressed. They simply repeat the 5^nd grade, but with a larger title and compensation. Hmm.

Support Development

Instead of dwelling on performance metrics, it’s better to discuss development progress.

What are you able to do now that you couldn’t do last year?

What have you learned more about?

What work interests you and that you especially enjoy?

What work would you gladly give up, if possible?

These questions elicit development conversations that demonstrate the firm’s commitment to people growth. This approach is relevant and necessary for interns, partners and everyone in between. By focusing on development over performance, people are energized, clients are better served and firm health increases.