Performance Speaks for Itself, But Not At Work

OK, so the posts here usually come out early in the morning. But last night was later than usual. My daughter treated me to an early Father's Day gift and took me to opening night of the Eric Clapton/Steve Winwood tour. (When these guys first started making music 45 years ago, our nights began at the hour this one ended).

I don't usually try to stretch a pop culture event into an object lesson. This is not stretch, so here goes:

In Real Life, Performance Speaks for Itself

Clapton and Winwood walked onstage with the band, did their first song, and Clapton said, simply, "Thanks for coming out." Except for a one-line, "This is for Hubert", an acknowledgment of long-time Blues pioneer Hubert Sumlin's presence in the audience, the duo played non-stop for another two hours and 15 minutes. Multiple standing ovations throughout--no chatter, only performance--for two hours and 15 minutes with no break.

Pure performance. Acknowledgment through instant feedback. And reviews that will "promote" the tour.

In Organizational Life You Have to Speak for Your Performance

Wouldn't you think that a drop-dead project or presentation would promote your career--and make you a "promoted" employee?

No.

Employees at all levels beg for recognition. Managers get paid to manage (which includes develop and grow) their employees. But for some reason, many of the same managers who value performance don't acknowledging it. The result: Their stars look for another stage where their managerial audience will pay attention to the show.

Here's the reality: you have to promote your career and your performance. It's organizationally astute to keep a list of your specific contributions and remind your manager periodically of your aspirations and accomplishments. There are at least a few of reasons for this:

1. Some managers just don't pay attention. They aren't evil-- they have a blind spot. Give them a set of lenses that will help them see 20/20.

2. Some managers do pay attention and then get caught up in the demands of their manager. They forget and simply need a reminder. Remind them.

3. Regardless of what the recruiting brochure or sales pitch was, you are still responsible for managing your career.

It's part of your life--and you are responsible for that.

Comments

[Becky Robinson]

Steve,

What do you think is the best setting employees to remind their managers about their performance? An annual review? A casual meeting? Some other time/place? I am curious about how you think this is done most effectively, and how it can be done without a person seeming too self-promoting.

I imagine that your comments are especially applicable to free-lancers, who have to continually prove their worth to keep clients and work.

[Wally Bock]

A good point that we need to keep making, Steve. Even if your manager is supportive,managing your career is always up to you and no one else. I call it the First Rule of Horn Tooting. No one is likely to toot your horn but you.

And, since you're probably recovering from that concert, I'll throw in my .02 on Becky's comment.

I suggest to my clients that they toot the horn in conversation, but that they also make sure there's a paper trail. In today's world, email provides an excellent way to send an email that tells your boss about a project completed or an achievement. Adding thanks to the boss or others, if appropriate is good. Other's need support and thanks from you, too.

As for freelancers needing it more, it seems to me they need this kind of support less. Most freelancers are paid by the project and there's usually feedback on each one. Folks on the payroll tend to slip into the background.

[Steve Roesler]

Wally,

1. Yes, the recovery process apparently lasts longer than it did in 1968.

2. I like the email route you suggest. It's a built-in method to offer updates and results, which can be recalled for documentation at the right moment.

3. I still think freelancers have to be somewhat active in seeing that the right people are aware of their results. For example: Even if I contract with a particular manager, I try to find ways to let others in the hierarchy know what has transpired. Even though the contracting manager may be satisfied at project feedback time, freelancers and consultants need to be laying the groundwork for enhancing their reputations and paving the way for the next 3 or 4 sales down the road.

[Wally Bock]

I agree, Steve, that freelancers need to seek feedback. But I think that they're likely to get it without asking than employees are.

[Steve Roesler]

Wally,

Yeah, I can go with "more likely" than employees. When you think about that, its' really kind of strange.