Performance Evaluations and The Linchpin Way at Work

[Stephen Smith]

[Note: This post started at my blog here Thoughts on The Linchpin Way]

The Linchpin Way and Performance Evaluations

Justin's post on the origin of the Linchpin Way contained a little tidbit of information that grabbed my attention, in the way that serendipity does, because I am currently working on performance evaluations for my entire staff. I manage a restaurant on Lake Winnipesaukee in New Hampshire and it is that time of year. The company that I work for has a "Standard Form" for these evaluations that leaves something to be desired, whether you are thinking about a Linchpin strategy or not. Real lowest-common-denominator stuff.

If you have ever been on the receiving end of an evaluation like this (as I have when I worked for BigCorp) they can turn out to have a negative influence on motivation and enthusiasm. I certainly was not very motivated to fill in the little boxes with their specifically-worded descriptions that were obviously created by an "HR Professional" and a team of lawyers.

Then I read Justin's post and thought to myself, "What would a Linchpin do in a situation like this? How would a Linchpin handle a performance evaluation?"

These one-on-one meetings are an opportunity to introduce the Linchpin concepts to the people that work for me. People that don't have the time or inclination to read the book but would certainly benefit from its ideas and goals. People that I have a vested interest in cultivating and encouraging to become the best that they can be, which is a sight better than the best that they think they can. These meetings are a chance to plant the seeds for The Linchpin Way.

On Being Remarkable

First, I cut out the jargon. Not everyone is familiar with the term "Linchpin" (not yet anyway), but most people are familiar with Remarkable. And that's what we're shooting for, right? So I started posting some pithy quotes about what it means to be remarkable - for us, in our business - where the staff could see them every day. I changed them from time to time, and noticed that people were talking about them. Heh, they became remarkable.

Then I sat down with the evaluations and added some things. Some questions like, "What you are doing is good, but what can you do to make your service Remarkable? What can you do to make the guest's experience Remarkable?"

I want to draw them out, make them think about their job, and their art. Because I will tell you, serving guests in a restaurant is as much of an art as it is a science. If you don't believe me then you probably wouldn't be very good at it. I have seen smart, mature, college-educated people cry because of this job. Right now I have two dozen people that don't cry, and I want to create a corps of people that smile and laugh and stride confidently out onto that floor, no matter what is happening. An Army of Linchpins.

Evaluations start today, run through next week (there are 24 of them, after all). We will see how it goes and I will report back. I'd love to hear your ideas and get some feedback on this as the process evolves.

[Misako Lauritzen]

Thanks, Steven, for the truly "remarkable" blog. First of all, I would like to say that people who work for (or with) you are very lucky and that their performance evaluations this year will be a treat for each one of them.

I am a middle manager in a small consulting firm, and I struggle with the idea of developing linchpins every day. How can I create an environment where each person, regardless of his/her job description or title, is able to unleash their creativity and desire to contribute? The first sentence of Linchpin is "You are a genius." I believe everyone indeed is a genius and everyone has totally got it in them, desire and drive to be truly remarkable and to leave their mark in the world.

I try to give coaching to people who work with me each and every day; I try to let them know what I want from them is to add value. I tell them it is important to express your passion and joy in doing the work that they do. Even when they are reporting to me the quarterly financial results of some company, I don't want them to just recite the numbers. I want to know their insights; what they think of the news. I want them to let me know if they personally have gotten something out of the news.

I have waited on tables for three years of my life through college, so I know exactly what you mean when you say it is an art. I admire people who are good at it and are passionate about it. Unfortunately I wasn't very good when I was doing it. I wish I had known the concept of linchpin back then; I would have gotten so much more out of my work and I would have been happier about what I was doing. At the age 38, I finally know your work is only as stale or worthwhile as you choose to make it.

An army of linchpins! What an inspiring thought!! Let's compare notes on how to make it happen! I hope the performance evaluations will be life-changing for both you and your staff.

[Stephen Smith]

Justin, you have hit the nail on the head.
I am going to share some more about this process, when it is a little more complete and I can provide an appropriate context.

The quotes, however, I should have shared much earlier. Thanks for pushing me!

[Justin McCullough]

I love this Stephen!

I've been where you are right now. My first two management jobs were for Pizza places (Domino's and Papa John's) respectively. Since then, people under my management at my own company, at past ad agency jobs and the newspaper.

I always hated the boxes, the number scoring, and the stock answers. But, as you said, it's all stuff from "HR professionals and lawyers", so what can we do? I'm glad you are addressing this one - it's a tough one and it directly goes against the status quo and the cog system we've created.

I would love to see the types of quotes you are sharing in your workplace and maybe some examples of their feedback, impression, and general thoughts about these "new ideas" entering their space.

Here are a few things that bubbled up in my mind while reading this...

A few thoughts on Linchpin (remarkable) actions in your business with your staff:
1) As Seth says, you can 'learn' to be a Linchpin. If we want to encourage a Linchpin to show up every day at work we should probably:
- speak in ways a Linchpin would (like your remarkable quotes) so they can hear / see it in action
- re-enforce Linchpin behavior when we see it happening
- identify the power of the Lizard Brain when it's taken hold of someone (because they probably don't know the little brain just took over and we have to help them understand this).
2) Every Linchpin has a different skill and talent, so Sally's Linchpin strengths are not like Tom's.
- Look for the Linchpin in each person and foster that strength individually
- Do not look for a reflection of your Linchpin in everyone you see. This is not a way to measure, grade, or profile others. It's not about you, its about them.
3) Linchpins need room to do their thing, to grow, to lead, to execute etc
- A Linchpin can not 'just go through the motions' all the time so give them a longer leash (or no leash at all).
- Don't ask for Linchpins to be a Linchpin if you are worried they will break something (and not fix it).