Patterns of Performance Review & Compensation
I think in terms of patterns, a la Christopher Alexander. Ever think, “I’ve made exactly this decision before”? That’s a pattern. Making one decision leads to others, which also invoke déjà vu. Patterns form a lattice. Higher level decisions lead to lower level implementation decisions. That’s a pattern language.
When all the material I’d poured into my head about motivation, leadership, and ethics started to crystallize, out came a pattern language. These are the decisions folks make all the time, but mostly by copying. I wish people would take explicit note of the tradeoffs.
I expect each of the patterns below will turn into a 2-3 page essay. I also expect to find half again as many patterns by the time my exploration is over. Put it all together and it forms a short book. But I won’t get ahead of myself. The list below will give you a hint of where my thinking is leading.
Mission
How do you align the efforts of disparate groups?
Speak to the heart first and not the head. Pathos and logos.
Fuzzy enough for everyone to attach to. Specific enough that you can call out deviance.
Express the company’s shared purpose as a single phrase, both emotionally evocative and accountable.
Process
How do you align the efforts of disparate groups?
Specify a process that all efforts will use.
E.g. Proctor & Gamble, where new product development and introduction is a widely shared and understood process. People find unity in sharing the process. It speaks less to the heart but it is scalable and teachable.