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Issue 3: Spring 2022
Theme: Supportive Structure
In previous issues we discussed the two key facets of leadership—consideration and initiating structure. As we start a new performance cycle, it’s the perfect time to take a closer look at the latter.

In simple terms, initiating structure means organizing our work by defining roles and processes so that everyone knows what is expected. Years of research have shown that task and role clarity, when coupled with a considerate workplace, improve not only outcomes, but also employee satisfaction.

What subskill do FSOs think is most important to develop this year?



Question Icon Scroll down to
find the answer.
When it comes to Employee Performance and Development at USAID, structure begins with the annual expectation and goal setting conversation. In this issue we will share strategies to optimize that conversation and suggest other ways employees and supervisors can create  structure to support prioritizing and accomplishing objectives in the often volatile, uncertain, chaotic, and ambiguous (VUCA) world of international development.
Timeline: Apr-Jun, Employee: Schedule Q1 conversation with supervisor. Draft 1 skill development objective and 2 work objectives. Supervisor: Prepare for conversation by reviewing operating unit goals and employee role. Enter date of planning conversation in QCR.
Job Aid Annual Expectation & Goal Setting Conference Preparation Checklist
Job Aid Choosing a Skill Development Objective: The GAPS Model
What are the questions you’d most like to ask, or be asked, or just reflect on in your next quarterly conversation? Choose one for more insight on its benefits.
 

Question Icon What subskill do FSOs think is most important to develop this year?


The Answer is:
Accountability for Results

One respondent explained their choice by saying “..it’s the one I personally have the most difficult time truly understanding - what this subskill looks like and how to further develop it practically for myself in my own work.”

Many of us share the challenge of how to effectively develop our skills. One approach is to break a broad skill or competency into its component parts. What is one aspect of accountability you might benefit from focusing on this cycle? Is it scheduling or time estimating? Anticipating obstacles? Motivating self or others to do the tedious or difficult parts of the job? Resolving conflicting priorities or clarifying acceptable trade-offs? In this issue we will look at how structured planning and monitoring can support your professional growth.
 

How to Get Better at the Things You Care About
Eduardo Briceño | TedxManhattanBeach 2016
11 minutes
 
“What I've learned is that the most effective people and teams in any domain do something we can all emulate.”

Working hard but not improving? You're not alone. Eduardo Briceño reveals a simple way to think about getting better at the things you do, whether that's work, parenting or creative hobbies. And he shares some useful techniques so you can keep learning and always feel like you're moving forward.

 
Why Performance Management Needs to Become Feedback Management
Dr. David Rock | Your Brain at Work, The Neuroleadership Institute Blog | January 2019
 
“If people gave good feedback every day, goal setting would be more accurate, more agile, and more useful.”

The NeuroLeadership Institute gathered over 200 companies in Silicon Valley for a day to discuss what the future of performance management might look like. Every session kept coming back to one big problem that seemed to be at the heart of everything: Improving the quality of everyday feedback.


 
Recommend a Resource

Do you have a favorite article, Ted Talk or other great resource that you found insightful and would like to share with others?



 

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