Please help me reply to 2 classmates discussion post

1. Class,

While every topic we have covered over the last 8 weeks have been beneficial for me in my leadership journey, the topic that really helped me most is performance management and virtual teams. 50% of my team is fully remote; navigating the virtual waters has been one of my biggest struggles with my current team. The book and class discussions really helped me to identify the hurdles we need to overcome. One of the most important hurdles is absence of trust, when I ask my individual contributors to be on camera for our weekly team meeting they often times feel like they are being micromanaged. I also ask them to utilize our teams chat to inform other members of the team when they are stepping away for more than an hour, this also leads to feelings of micromanagement. Micromanagement means my team doesn't think I trust them, which I do. I have since implicated trust building exercises over teams that can help us, I also try to give daily feedback about the positive stuff being handled, and give words of encouragements and reassurance. That doesn't go to say they don't have to communicate, they absolutely do but it helps shift the mindset and focus away from the negativity of me checking in parse. The other dysfunction was lack of accountability, tomorrow in our team meeting we are going to discuss the importance of accountability, the ability to be self-aware, and the fact that communication is meant to lead to coverage, help, etc. My hope is that each team member contributes to the discussion and can identify this moving forward in their work.

The most critical of the four commonly known issues that cause concerns in performance management systems is trust within the organization. I do believe that trust contributes to culture, and without a good sense of trust and culture you wont have a strong team and/or organization. Like the text states commitment is built on trust and positivity, without it performance can start to crumble. It is important to me to remove bias from my feedback; I rely heavily on statistics, data, performance feedback from peers, attitude, and perseverance. I want each of my employees to understand and trust that I always have their best interest at heart, and will reward where I can as the company/organization allows.

-Ashley Ziebarth

2.Hello class,

The lesson I enjoyed exploring the most was effective appraisals. I liked learning about the appraisals process and errors that can occur when performing appraisals. I liked learning about the challenges of effective appraisals across multi-generational workers, and how to start, conduct, and close the appraisal process. After learning about appraisals, I realized I never received one in my last job. They only would reward people for how many transactions they would process in a timely manner without errors. We never really got an "this is how you need to improve appraisal."

I also found it interesting how the different generational groups care to have appraisals done on them. Employers must recognize that there will be differences within generational groups and one description may not apply to all. I learned that you can't judge everyone off of the generational group they fall under because people like me that were raised a certain way doesn't fit the criteria of say the millennials group. I have characteristics that are in the group before me generational X. I will definitely change jobs for more pay like the ones that fall under the generational x group.

I think trust within the organization is most critical ensuring a performance management system function at the highest level possible. Trust in my opinion is what makes the organization successful. I do believe trust creates commitment and a positive organizational culture, but employers have to ensure their employees are rewarding and or recognized in a way for their outstanding efforts. Without trust comes drama and a lot of mess in the organization which is not good.

-Regina

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