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Chapter 9. Using Performance Management ... > Using Performance Management to Solv... - Pg. 94

Using Performance Management to Help 94 But what if Paul reduces the productivity of others because he's constantly arguing? Or if by his behavior, he makes meetings miserable or contributes to low team morale? We can't measure that very well and our observations are bound to be more subjective. That means more room for disa- greement and more room for argument between you and Paul. Still, you can build in performance expectations about contribution to teams and interpersonal be- havior, and you can use them in performance management. You need to establish expectations about personal and interpersonal behavior as part of the performance-planning process. That's the difficult part, but just because it's tough and we can't do it perfectly doesn't mean we shouldn't do it at all. I think it's perfectly reasonable to set some standards regarding behavior at meetings or how employees interact with each other. The trick is to make sure you and your employee(s) are on the same wavelength. It's important that you understand that such standards or expectations are going to be quite sub- jective. Just as with a direct performance-related problem, all the other steps are important. In fact, one that increases in importance is the observation and documentation component. If you need to address interpersonal behavior with an employee, it's best to have notes on when and what specifically happened. From the Manager's Desk