{"id":88777,"date":"2023-02-06T08:30:16","date_gmt":"2023-02-06T16:30:16","guid":{"rendered":"https:\/\/www.betterworks.com\/?p=88777"},"modified":"2023-09-19T02:36:39","modified_gmt":"2023-09-19T09:36:39","slug":"people-first-performance-enablement-bersin-putterman","status":"publish","type":"post","link":"https:\/\/www.betterworks.com\/magazine\/people-first-performance-enablement-bersin-putterman\/","title":{"rendered":"Want to Really Drive Performance? Put Your People First"},"content":{"rendered":"\n<div class=\"wp-block-ht-block-toc is-style-contrasted htoc htoc--position-wide toc-list-style-plain\" data-htoc-state=\"closed\"><span class=\"htoc__title\"><span class=\"ht_toc_title\">Table of Contents<\/span><span class=\"htoc__toggle\"><svg xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"16\" height=\"16\"><g fill=\"#444\"><path d=\"M15 7H1c-.6 0-1 .4-1 1s.4 1 1 1h14c.6 0 1-.4 1-1s-.4-1-1-1z\"><\/path><path d=\"M15 1H1c-.6 0-1 .4-1 1s.4 1 1 1h14c.6 0 1-.4 1-1s-.4-1-1-1zM15 13H1c-.6 0-1 .4-1 1s.4 1 1 1h14c.6 0 1-.4 1-1s-.4-1-1-1z\"><\/path><\/g><\/svg><\/span><\/span><div class=\"htoc__itemswrap\"><ul class=\"ht_toc_list\"><li class=\"\"><a href=\"#h-the-old-rules-of-performance-management-don-t-apply-anymore\">The old rules of performance \u2018management\u2019 don\u2019t apply anymore<\/a><\/li><li class=\"\"><a href=\"#h-leading-culture-through-conversations\">Leading culture through conversations<\/a><\/li><li class=\"\"><a href=\"#h-redefining-the-manager-s-role-in-enabling-performance\">Redefining the manager\u2019s role in enabling performance<\/a><\/li><\/ul><\/div><\/div>\n\n\n\n<p>What makes a great business so effective? That\u2019s a question HR industry analyst <a href=\"https:\/\/www.linkedin.com\/in\/bersin\/\" target=\"_blank\" rel=\"noreferrer noopener\">Josh Bersin<\/a> has devoted nearly a decade\u2019s worth of research to answering. His latest book, \u201c<a href=\"https:\/\/www.amazon.com\/Irresistible-Secrets-Enduring-Employee-Focused-Organizations\/dp\/1646871103\" target=\"_blank\" rel=\"noreferrer noopener\">Irresistible<\/a>,\u201d uncovers the secrets of the world\u2019s most enduring, people-focused organizations.<\/p>\n\n\n\n<p>We\u2019ve invited Bersin to break down what that looks like in practice during <a href=\"https:\/\/event.on24.com\/wcc\/r\/4066357\/4F676DB633D05031176C704737E7DAAF\">the next session of our People Fundamentals webinar series<\/a>. He\u2019ll be joined by <a href=\"https:\/\/www.linkedin.com\/in\/ben-putterman-5448a2\" target=\"_blank\" rel=\"noreferrer noopener\">Ben Putterman<\/a>, vice president of learning and talent development at <a href=\"https:\/\/rivian.com\/\" target=\"_blank\" rel=\"noreferrer noopener\">Rivian<\/a>, for an engaging conversation about how the best organizations are adapting to the demands of the modern economy by investing in their people.<\/p>\n\n\n\n<p>Spoiler alert: The most successful organizations don\u2019t rely on outdated and institutionalized management principles. Today\u2019s most effective companies empower managers and employees to perform at a higher level \u2014 and that means evolving our perceptions of performance management.<\/p>\n\n\n\n<p><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-the-old-rules-of-performance-management-don-t-apply-anymore\">The old rules of performance \u2018management\u2019 don\u2019t apply anymore<\/h2>\n\n\n\n<p>When people say they dread performance management processes, they usually mean the punitive, backward-facing annual review. Those performance reviews are \u201cusually around corrective action in one form or another,\u201d Putterman says. \u201cI define performance management very differently.\u201d<\/p>\n\n\n\n<p>The next generation of performance management doesn\u2019t focus on the past. Instead, it looks to enable better performance in the future. Modern performance management brings the focus back to people, not performance problems.<\/p>\n\n\n\n<p>Helping employees work more effectively powers your talent strategy in other ways, too. \u201cOne of my discoveries about engagement is that productivity creates engagement,\u201d Bersin says. \u201cThe theory has always been the opposite: Let&#8217;s make everybody happy, and then they&#8217;ll do more work. But it&#8217;s not the right formula.\u201d<\/p>\n\n\n\n<p>When you put people and performance first, the rest of your goals will fall into place.<\/p>\n\n\n\n<p><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-leading-culture-through-conversations\">Leading culture through conversations<\/h2>\n\n\n\n<p>Performance enablement happens through daily conversations between managers and employees. Managers help their people prioritize what\u2019s most important for moving the business forward and provide resources that help workers accomplish their goals.&nbsp;<\/p>\n\n\n\n<p>\u201cCulture is one of the core principles behind management, operations, and accountability,\u201d Bersin says. To enable performance, managers must identify, anticipate, and proactively remove roadblocks. Doing so well comes down to culture and communication.&nbsp;<\/p>\n\n\n\n<p>Those conversations reinforce and develop your company\u2019s culture by influencing attitudes toward work, your co-workers, and business priorities. \u201cIt always will come down to the collective conversation, as well as the conversation between a manager and an employee,\u201d Putterman says.<\/p>\n\n\n\n<p>That\u2019s something Putterman and the Rivian people team have discovered through practice. As an emerging manufacturer of electric vehicles, Rivian has experienced explosive growth\u200c. Putterman credits the company\u2019s people-focused culture for driving successful outcomes during that stage. \u201cWe double, triple, quadruple down on culture as an enabler to be able to do that,\u201d he says.<\/p>\n\n\n\n<p><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-redefining-the-manager-s-role-in-enabling-performance\">Redefining the manager\u2019s role in enabling performance<\/h2>\n\n\n\n<p>Much of the responsibility for enabling performance comes down to the manager \u2014 and that requires us to rethink what we expect from managers.<\/p>\n\n\n\n<p>\u201cThe role of manager has become almost undoable today,\u201d Putterman says. \u201cOn one hand, the manager is the answer to everything \u2014 but they\u2019re also the problem for everything. Something&#8217;s not right there.\u201d<\/p>\n\n\n\n<p>We\u2019ve piled more and more responsibilities onto managers \u2014 completing their own work, managing team workloads, and coaching people, to name just three. But in today\u2019s workplace, what we need from the manager role has changed.<\/p>\n\n\n\n<p>\u201cIt is not the job of a manager to tell somebody what to do all day,\u201d Bersin says. \u201cIt\u2019s their job to align people, create clarity, and reduce and remove obstacles.\u201d We need to empower managers to draw connections between business priorities and team members\u2019 daily tasks, to help them be at their best every day.<\/p>\n\n\n\n<p>That\u2019s an imperative that Rivian is taking very seriously. \u201cWe are trying to build programming with the belief that managers are actually smart and capable and will figure it out,\u201d Putterman says, \u201cas opposed to consistently having an inherent sense of distrust.\u201d&nbsp;<\/p>\n\n\n\n<p>Grant greater autonomy to managers and their teams by providing the resources they need to succeed. Then step aside, and let them do what they do best.&nbsp;<\/p>\n\n\n\n<p>Register for Bersin and Putterman\u2019s webinar to learn more about how to evolve performance management and become an irresistible, people-centric organization.<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><a href=\" https:\/\/event.on24.com\/wcc\/r\/4066357\/4F676DB633D05031176C704737E7DAAF\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"213\" src=\"https:\/\/www.betterworks.com\/wp-content\/uploads\/2023\/02\/Pre-webinar-QA-Building-an-Enduring-Human-Centric-Company-Blog-Ad-Horizontal-Watch-OnDemand-1024x213.jpg\" alt=\"\" class=\"wp-image-89274\" srcset=\"https:\/\/www.betterworks.com\/wp-content\/uploads\/2023\/02\/Pre-webinar-QA-Building-an-Enduring-Human-Centric-Company-Blog-Ad-Horizontal-Watch-OnDemand-1024x213.jpg 1024w, https:\/\/www.betterworks.com\/wp-content\/uploads\/2023\/02\/Pre-webinar-QA-Building-an-Enduring-Human-Centric-Company-Blog-Ad-Horizontal-Watch-OnDemand-980x204.jpg 980w, https:\/\/www.betterworks.com\/wp-content\/uploads\/2023\/02\/Pre-webinar-QA-Building-an-Enduring-Human-Centric-Company-Blog-Ad-Horizontal-Watch-OnDemand-480x100.jpg 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/a><\/figure>\n","protected":false},"excerpt":{"rendered":"<p>What makes a great business so effective? That\u2019s a question HR industry analyst Josh Bersin has devoted nearly a decade\u2019s worth of research to answering. His latest book, \u201cIrresistible,\u201d uncovers the secrets of the world\u2019s most enduring, people-focused organizations. We\u2019ve invited Bersin to break down what that looks like in practice during the next session [&hellip;]<\/p>\n","protected":false},"author":117,"featured_media":88783,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","inline_featured_image":false,"footnotes":""},"categories":[3307],"tags":[],"featured_location":[],"industry":[],"class_list":["post-88777","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-performance-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v18.1 (Yoast SEO v23.9) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Josh Bersin &amp; Ben Putterman on Building People-First Company Cultures - Betterworks<\/title>\n<meta name=\"description\" content=\"Today\u2019s most effective companies empower managers and employees to perform at a higher level. 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