Performance management conversations can be challenging for leaders. On the one hand, they need to provide feedback that will help their staff improve. On the other hand, they need to do it in a way that maintains a positive relationship and avoids discouraging or demotivating their staff.
One way that leaders can navigate these conversations more effectively is by shifting their focus from intent to impact. This means looking beyond what the employee intended to do or say, and instead examining the actual impact that their behavior or performance had on others. This helps to separate the quality of the employee as a person from the results of their actions.
Why is this shift in focus important? There are several reasons:
Intent is often unclear or difficult to discern
When we focus on intent, we are trying to understand what the employee meant to do or say. However, this can be difficult to determine, especially if the employee’s actions or words had unintended consequences.
It becomes easy to evaluate the employee’s motivations as inappropriate if the results of their actions were negative. However, it’s common to have good intentions lead to disaster.
When we equate impact with intent, we potentially lose out on learning opportunities and trust-building moments.
Impact is more objective and observable
In contrast, impact by itself is something that can be objectively observed and measured. We can look at the effect that the employee’s actions, and use that as the focus for feedback and coaching.
Separating impact from intent allows us to maintain positive regard toward the employee while being motivated by the urgency to correct ineffective and inappropriate behavior, because we perceive the employee as separate from – but able to influence – their impact.
Impact is what really matters
Ultimately, what matters most is the impact that the employee’s had on others. Even if their intentions were good, if their actions had a negative impact on others, that is what needs to be addressed.
If we focus on separating the impact from their intent, we can more easily see ourselves as partners with a willing – albeit uncomfortable – participant rather than an enforcer catching doling out punishment.
Focusing on impact can help avoid defensiveness
When we focus on intent, employees may feel defensive from being unjustly attacked. They may feel like they are being accused of having bad intentions, even if that is not the case.
However, when we focus on impact, we are simply describing what happened and how it affected others. This can make the conversation feel less confrontational and more productive.
So, how can leaders shift their focus from intent to impact in performance management conversations? Here are a few tips:
Start with a joining spirit.
If we recognize that a discussion about improving impact is often redirecting an employee who truly wants to succeed, we can avoid much of the adversarial tension that often emerges. Starting the conversation with a joining statement can be very helpful in these cases.
Something like, “I want to talk about ______ I want to hear your thoughts on it and share some of my own.” can indicate your intentions while keeping it conversational.
Describe the impact objectively
When providing feedback, focus on describing the impact that the employee’s behavior or performance had on others. Be specific and objective, and avoid making judgments or assumptions about their intentions.
For example, instead of saying “You didn’t care about the customer’s needs,” you could say “The customer felt like their concerns were not being heard.”
Ask for the employee’s perspective
Even when focusing on impact, it’s important to give the employee an opportunity to share their perspective. Ask them how they think their behavior or performance affected others, and listen to their response without judgment.
This can help you understand their intentions and motivations, while still keeping the focus on the impact that their actions had. Asking follow-up questions can also help you identify potential solutions that can aid in their growth as an employee and your growth as a leader, guide, and coach to them in the future.
Collaborate on solutions
Once you have identified the impact of the employee’s behavior, you can work collaboratively to identify solutions. Ask the employee for their ideas on how they can improve, and offer your own suggestions as well. This can help the employee feel more invested in the process and more motivated to improve, while also ensuring that the solutions are tailored to their specific situation.
Shifting your focus from intent to impact can be a powerful tool for navigating performance management conversations. By focusing on the actual impact that the employee’s behavior or performance had on others, you can provide more objective and constructive feedback, avoid defensiveness, and collaborate more effectively on solutions.
