WAY back in 1978, I started consulting after a short career as a psychology professor. It just seemed that the college teaching was not what I really wanted to do, so I took 9 months and rolled around the USA in my 1973 yellow Volvo 145 station wagon. And, 26,000 miles later, I wound up in Westport, CT working for Ed Feeney and doing BEST.

Behavioral Engineering Systems Training was written by Tom Roth, who graduated from Allegheny College a few years earlier than me and who took some of Tom Gilbert’s ideas and made them into a very understandable and usable three-binder training system.

Binder one was full of analysis stuff, defining “outputs” and qualifying them into different categories and comparing current level of average results with exemplary levels of performance as well as impacts to generate some priorities. Module Two was about designing feedback and measurement systems and Module Three was a very Skinnerian-focused extrinsically-focused reward-focused reinforcement design program.

Most people found Modules One and Three to be the most interesting, while Module Two focused simply on implementing. My view and experiences over the past 30 years has consistently been by far the most important.

In the early 80s, after formally founding my business in October of 2004, slowly but surely, “Performance Management” became¬† an increasingly used euphamism for performance APPRAISAL. Appraisal was a bad word, implying judgement and judging people, grading on curves, focusing on the negative and all those things. So, instead of calling it appraisal, they called it “management.”

Well, I guess it was management in a way, but it still retained appraisal as its main focus and technique. It has been a while since I have looked at these kinds of “performance management systems” but I sure do not like how they took a good concept of working to make the environment more productive and obliterated it with the much-disliked appraisal metaphor.

My company will always be, Performance Management Company even though many people will not understand that it is about people and performance, engagement and best practices, feedback systems and innovation.

Ah well…¬† Think I should rename it? Something like

  • Games and Frames
  • The Square Wheels Company
  • The Round Wheels Company
  • Teambuilding Games and Square Wheels Company
  • Scott Simmerman & Associates (how awful is that!)

Nah. Just remember that MY understanding of Performance Management isn’t what they think it is!

Have fun out there.