What people are actually meant to do.
WHY IT MATTERS
Most performance problems originate in expectations that were never made explicit.
WHAT TO ESTABLISH FOR EVERY ROLE
What the person is responsible for What good performance looks like How it will be assessed What authority they have
WHY AUTHORITY MATTERS
Responsibility without it produces frustration and blame.
WHAT MAKES OBJECTIVES USEFUL
Specific Observable or measurable Within the person's control Agreed rather than imposed
WHY WITHIN THEIR CONTROL
Objectives depending on others produce unfair assessment.
WHAT TO AVOID
Objectives that are actually the company's objectives Too many Vague aspirations
HOW MANY
A few, that matter.
WHAT TO DO WITH THEM
Revisit them regularly, not only at review time.
HOW OFTEN
At least quarterly.
WHY
Circumstances change, and objectives set once become irrelevant.
WHAT TO DO WHEN PRIORITIES CHANGE
Change the objectives, and say so.
WHY
Assessing someone against superseded objectives is unfair and visible.
WHAT TO WRITE DOWN
What was agreed, and when.
WHAT TO ASK PERIODICALLY
Whether they are clear about what is expected.
WHY ASK EXPLICITLY
People rarely volunteer that they are unclear.
