The Conference Board uses cookies to improve our website, enhance your experience, and deliver relevant messages and offers about our products. Detailed information on the use of cookies on this site is provided in our cookie policy. For more information on how The Conference Board collects and uses personal data, please visit our privacy policy. By continuing to use this Site or by clicking "OK", you consent to the use of cookies. 
Performance Mismanagement
  • Publication Date:
    July 2013

We’ve gotten overly accustomed to and enslaved by the unfair, illogical, and counterproductive notion that attaining results requires appraising people based on attaining results. It’s time to consider reconfiguring performance management around input, how one works, rather than output, what one produces—that is, judging people less on results and more on behaviors related to problem-solving, innovation, creativity, innovation, ethics, and other attributes. That means assessing salespeople not on whether they sold anything but on whether they exhibited skills and competencies and followed processes that normally lead to closing deals. It means evaluating your advertising team not on whether a client bought a campaign but on how your people went about creating it. It’s examining how your marketing manager launched a social-media initiative rather than page views garnered.








Support Our Work

Support our nonpartisan, nonprofit research and insights that help leaders address societal challenges.