Word count this issue: 454

Estimated reading time:  3.0 minutes

Good morning, I hope this finds you well and that the cold days are drawing to a close for those of you (like me) north of the equator.

I'm working on a book about how, as leaders and others, we might thrive in the midst of the “digital revolution”. This work has been inspired by our work here in Leadership Notes over the last year, and beyond.

When we use the phrase ‘digital revolution’, we’re generally referring to 4 groupings of technology:

• Digital technologies (mobile and computer systems)
• Biotechnologies (genetics and bioengineering)
• Nanotechnologies (technologies that operate at the atomic level, linked presently most often to biotechnologies but becoming a a separate technology itself)
• Neuroscience technologies (leveraging the rapidly emerging understandings of how our brains and nervous systems work) 

You may be thinking, well that is interesting, but what do these have to do with me managing or leading a team? Well consider what neuroscience research tells us about performance management.  http://www.strategy-business.com/article/00275?pg=all  We know now that if you are using numbers in your performance planning discussions with employees, the lizard part of the human brain will hijack the mind, even with your best of intentions to have a “learning discussion.” If you tell me I am a ‘3’, out of ‘4’, my brain will be triggered to think of social status for example, and not about how I will work harder to be better next year. In fact, it appears that the rest of the conversation after the numbers is wasted. Instead, we will respond much more effectively when we are engaged in a structured dialogue that involves my participation in the process. Setting up a semi-annual or annual performance planning conversation to cover some of the following questions to be explored by both parties will involve my mind far more effectively. And remember, no numbers.

• what did you see as your greatest contribution to our work?
• what is the one area that you would have done differently last year?
• what is it that you count on me for?
• what is it that I can do differently?
• where do you think we could do better in our service to members/customers?
• where do you think we could do better in our service to each other?

The research is clear, numerical ranking may make it easier for us to work out the bonus structure, but it does nothing to help us learn collectively or individually. 

Our ideas about how management and especially people management is done will be challenged in the coming 10 - 15 years. I’d love your comments or stories about how the digital revolution is impacting you.