Performance management. Just the phrase is enough to make many a manager's heart sink, isn't it? It's often seen as a negative thing - handling underperformance or even having to 'manage people out' of the business.
Here's a radical thought: what if performance management was simply about improving performance? Novel concept, I know.
As a manager, your aim should be to consistently facilitate improved individual and collective performance from your team, regardless of the start (or current) point. Now, before you roll your eyes and mutter "easier said than done", let me introduce you to a little tool that I think deserves to be far better known than it currently is.
BECKS is a diagnosis tool that does two rather nifty things:
1. It helps you figure out why someone's performing at their current level (be that stellar or subpar)
2. It uncovers opportunities to boost performance, regardless of where they're starting from
Like all my favourite tools, it's simple but powerful. Kind of like the Swiss Army knife of performance management - versatile, reliable, and always ready when you need it.
BECKS: A Tool for Effective Performance Management
First things first, let's break down what BECKS actually stands for:
B - Behaviour
E - Environment
C - Clarity
K - Knowledge
S - Skill
Each of these elements contributes to someone's overall performance. And by getting specific about the various aspects, you build a better shared understanding of why someone’s performance is at their current level, along with blockers that might be getting in the way of them performing at a higher level.
Let's break it down:
Behaviour: This isn't about whether someone's nice to work with (though that helps). It's about whether they're displaying the behaviours needed to succeed in their role or be ready for a promotion.
If they are underperforming, how does their behaviour differ from the behaviour you see from people who are at an acceptable level? What behaviours are you seeing that you don’t want to see and what are you not seeing that you DO want to see?
If this is someone identified as potential for a higher level role in the future, what opportunities are there for them to ‘behave as if’ they are in a more senior role? In other words, how might a more senior person behave and what could they do now to influence people’s perception of them?
Environment: This is about whether the work environment (physical and cultural) supports good performance. For some, this might mean a quiet space to focus. For others, it could be a collaborative, buzzy atmosphere. Do communication methods and organisational processes support the required level of performance?
For someone on a succession plan, what environments could they gain exposure to in order to aid their development? This could include deputising at meetings they wouldn’t normally attend, putting them onto a cross functional project team or asking them to present on a key topic
Clarity: This is a biggie. How clear are your expectations? You might think you've been crystal clear, but trust me, there's often a gap between what we think we've communicated and what others have understood.
For someone you consider to be underperforming, how sure are you that they know what you expect? Do they agree they need to improve or are they blissfully ignorant? If you’ve got someone you judge as high potential, have you been explicit about that? Just having the conversation that says ‘I know you’re capable of more and I’d like to help you get there’ can be a huge boost
Knowledge: Does the person have the information they need to do their job well? This could be technical knowledge, but it could also be things like understanding the company's goals or knowing who to go to for help.
If someone is on a development path, what will they need to know in future and is there a plan for how / when they will acquire that knowledge?
Skill: Finally, can they actually do what's required? Having knowledge is one thing, but being able to apply it is another kettle of fish entirely. We all know someone who has been driving for years, but we don’t want to get in the car with them
If there’s a performance concern, the job description will often list expected skills for the role which you can assess against. If it’s someone you’re looking at accelerated development for, what skills will they need to add or build on and how could they do that in their current role?
For example if the next step for them is a management role, could they be assigned as a mentor or buddy in their current role?Great edit! For the next section, I think we should dive into practical application of the BECKS framework. Here's a suggested outline for the next part:
Putting BECKS into Action: Real-World Scenarios
There are three common scenarios where using the BECKS diagnosis framework can support you as a leader to support your team
1. The Underperformer:: How to use BECKS to diagnose and address performance issues.
2. The Rising Star: Applying BECKS to develop and retain high-potential talent.
3. The New Hire: Using BECKS to structure an effective induction process.
Let’s have a look at how you could use it in each scenario:
The Underperformer
Preparation : Before a performance conversation, run through each BECKS element. Jot down specific observations and questions for each. This ensures you're not going in with vague concerns, but with concrete points to discuss.
Opening the Conversation: Start by explaining your intention to have an open, constructive discussion about their performance and development. Introduce BECKS as a framework you'd like to use to structure the conversation.
Guiding the Discussion: Use BECKS to guide your questions and keep the conversation focused. For example:
- Behaviour: "I've noticed X. Can you tell me more about your approach here?"
- Environment: "How well does our current setup support your work? What changes might help?"
- Clarity: "Talk me through your understanding of your key objectives. How do you see them aligning with our broader strategy?"
- Knowledge: "Are there any areas where you feel you need more information or context to perform at your best?"
- Skills: "Which aspects of your role do you find most challenging? Where do you think there's room for development?"
Collaborative Problem-Solving: As issues are identified, involve the team member in brainstorming solutions. They have a responsibility to perform in their role and you have a responsibility to support them but you can’t solve it all on their behalf.
Summarise the key points discussed under each BECKS element. Agree on specific actions for both of you, with clear timelines. Crucially, make sure you stick to the timelines and review periods agreed - it’s easy to let it slip if you see improvement, only to then have to revisit if the improvement isn’t sustained
The Rising Star
When you've got a high performer, they will often be chomping at the bit for development and will (hopefully) take ownership of running with it so there’s a different approach to the discussion
Sometimes it can be about sharing advice and guidance, but in this instance I would suggest starting with clarity. You might have identified them as having potential but do they actually want what you assume they do?
Starting with a career conversation about their aspirations and interests, along with your view on their potential can then lead into discussing some of the following prompts
- What leadership behaviours do you think will be needed at the next level? How can we give you opportunities to practise these?
- Are there any different environments or contexts we should expose you to? What would build your confidence that you’re ready to step up?
- What areas of the business / industry / your specialism would you like to understand better? How can we facilitate that learning?
- What skills do you think will be critical for your next career role that may not be so vital at the moment? How can we help you develop these in your current role?
Working together, you can then create a development plan that stretches them while still delivering in their current role. Remember, the aim is to challenge them, not overwhelm them.
The New Hire
BECKS can be a powerful tool for structuring your thinking about what to include in an induction process that gets new team members up to speed quickly and effectively:
- Behaviour: Ensure you outline expected behaviours and cultural norms. Depending on the role you could also consider assigning a 'culture buddy' to help them navigate the unwritten rules. Consider the range of situations and circumstances there may be behavioural expectations - from dress code, to absence reporting, to entertaining clients.
- Environment: Ensure they're set up for success. This isn't just about their physical workspace, but also about introducing them to key stakeholders and resources. Find out how they work best and also how they learn best as there is a lot to learn in the early days of a new role
- Clarity: Provide crystal clear expectations for their role, both for the induction period and beyond. How is success measured in this role? What are your own priorities and success measures that they will need to contribute to you? What are your expectations as a leader and what are their expectations of you as their manager?
- Knowledge: Think about what knowledge they will need and how they can gain it. There’s often a tendency to rely on handover notes, online training and policies and procedures but this goes beyond that.
Which key stakeholders will they need to interact with? What meetings will they need to contribute to and what will they need to know in order to do that? Let them know who the subject matter experts within the organisation are and where they can find someone who can talk them through things like the budgeting cycle or departmental reporting
- Skills: Hopefully following a recruitment process, whether internal or external, you have a good handle on what aspects of the role someone has already demonstrated the required level of skill along with where they might need to develop further.
Making BECKS Work for You: Key Considerations
BECKS isn't revolutionary - it's simply a useful tool to help structure your thinking around performance. But like any tool, its effectiveness depends on how you use it.
Let's focus on two critical elements: Clarity and Behaviour.
Clarity is often the unsung hero of performance management. Time and again, I've seen performance issues stem from a simple lack of clear expectations. When using BECKS, pay particular attention to this element. Are you certain your team members understand what's expected of them? Don't assume - verify.
Behaviour is another crucial area that's often overlooked in favour of skills and knowledge. While these are important, behaviour - how someone approaches their work, interacts with others, and navigates challenges - can make or break performance. When assessing performance or developing talent, give behaviour the attention it deserves.
When implementing BECKS:
1. Use it as a mental checklist, not a rigid script.
2. Apply it to yourself before using it with your team. It's a great way to familiarise yourself with the framework and might offer insights into your own performance.
3. Encourage your team to use it for self-assessment and peer feedback. It creates a common language for performance discussions.
To gauge its effectiveness, look for more focused performance discussions, clearer development plans, and team members taking more ownership of their performance. Improved results should follow.
BECKS is a tool to support your leadership, not define it. Use it flexibly, adapt it to your style, and see how it works for you. You might find it becomes a valuable part of your performance management toolkit.
Final Thoughts
BECKS is a simple yet powerful tool that can really support your approach to performance management, better equipping you to diagnose performance issues, develop talent, and create a high-performing team.
Remember, great leadership is about continuous learning and improvement. If you've found the BECKS framework intriguing and want to dive deeper into how it can work for you or your team, why not take the next step?
I offer personalised leadership development support, tailored to your specific needs and challenges. Whether you're looking to enhance your own leadership skills or develop a high-potential team member, I'm here to help.
Book a call with me to discuss how we can work together