Why Executives Need a Performance Development Plan (PDP)
Earlier in this article, reasons for executive participation in any change process, and specifically, the PDP, were addressed. Here are additional thoughts about executives and PDPs.
- Any process is more powerful, and more powerfully accepted, when executives “walk the talk.”
- The PDPs of employees build from and are derived from the goals of the executive’s PDP. A solid departmental plan, that the executive “owns,” will serve a similar purpose, but does not accomplish the other goals of the PDP process.
- The PDPs serve four purposes.
-- They supply written goals and expectations for accomplishment for a quarter to a year time period (department plan).
--They supply written, developmental goals for participants that cover management development topics that will increase the executive’s skills in leading and managing people (improve communication transparency, exhibit behaviors that build trust, act as if you have faith that reporting staff will succeed and remove barriers, provide clear direction with measurable expectations).
These management development goals assist the executive to create an environment in which they are able to obtain the best contributions from employees. These skills are developed in management training and development classes and seminars; online education via seminars, webinars, podcasts, and articles; reading; day-to-day practice; 360 degree feedback; and through coaching and feedback from involved colleagues and bosses.
-- PDP goals enable an executive to focus on his or her overall continuing development, in general. (What new best practices exist for software development? What marketing tactics help a product go viral in the social media? What departmental organization is most effective for communication?) These goals might be filled through attendance at conferences, trade shows, state-of-the business senior executive seminars, executive round-tables, reading, and participation in professional organizations.
--Review of PDP goals enables an executive to spend time with their boss discussing the subject that is near and dear to them – themselves. This guarantees interaction four times a year that is focused exclusively on developing an executive’s strengths and ability to contribute. Through participating in this discussion, the executive learns from their boss, how to model the process – or not - for their own reporting staff.
While executives may be reluctant to participate in the performance development planning process, their participation sets the stage and the tone for the acceptance of the process company-wide. If the executive leader has a PDP and he or she meets with reporting managers to develop their PDPs, you can be darn sure that the rest of the employees in the organization will have PDPs, too.
And, keep in mind that employees want PDPs. They want to know your expectations; they want clarity on what they are supposed to accomplish. They want your time and recognition when they achieve their PDP goals. Seems like an organization’s universal adoption of and commitment to PDPs is a win for everyone – including your most important constituents – your customers.
