I have a hard time understanding that common sense about motivating people to give it their best, is not very common at all. When I read the the six dimensions listed below, my immediate reaction was "well, duh!"
Then I re-read the article again and realized, for the first time, that there are a lot of people that just don't know how to get people excited about excellence, or probably much of anything else. They don't know how to create a mission, or cause, to become the best of the best.
When I talk about performance management leadership, I describe it as the blocking and tackling of leadership," he says. "It's all about leadership that helps organizations to execute. It's the basic things that help leaders to be successful." The six dimensions of PML, and their definitions, are:
Support and coaching: The extent to which a leader instructs, directs and promotes employee effectiveness. This dimension includes such factors as providing employees with adequate resources, serving as a role model and providing guidance.
Communication: An "essential core competency for a successful leader," this dimension includes approachability and the ability to offer positive feedback.
Providing consequences: The extent to which a leader acknowledges employee performance through recognition and rewards.
Feedback: A measure of the quantity, quality and timeliness of performance information a leader passes onto his employees.
Process of goal setting: A measure of how well a leader establishes developmental and performance goals linked to the organization's goals.
Establishing/monitoring performance expectations: The extent to which a manager keeps track of how well an employee is meeting the aforementioned goals.
"PML is about executing on a daily basis -- where the rubber meets the road," Kinicki says. "That's what I'm talking about."