The Dangers of “Going Above and Beyond”
I hate performance evaluations. Yes, I said it. While I no longer need to engage in performance evaluation procedures in my own professional work, there was a time when, like most people who are NOT self-employed, such procedures were a regular occurrence. While I accepted them and truly thought they were “necessary”, they bugged me and I couldn’t quite figure out why. As I grew in my own professional development, I started to notice a few things:
Many supervisors and managers didn’t like them either
Most supervisors and managers did them as a “check box” – something they had to do, because it was on their job description, but something they’d rather avoid
Discussions were often superficial at best, non-existent at worst (yes, there were a few times where the entire “evaluation” was done as a written exchange and nothing more)
Rarely was there follow up; while my manager and I might set some “goals”, “objectives” or “growth plans” for the following term it’s not like anyone checked in to see if I was making progress – until the following performance evaluation
There was always a scale on which I was evaluated – at the one end was something about not meeting expectations, and at the other end was exceeding expectations
It’s this last point with which I take issue. At first glance, this sort of range seems to make sense. Employees can fall anywhere on the spectrum, and on any team there are usually individuals to be found at all points.
The challenge, as I see it, is this: when there is a marker labeled as “exceeds expectations” it actually, over time and oh-so-subtly, becomes the expectation. In other words, there’s the job description, and a rating scale that holds within it a marker of going above and beyond suggests that “beyond” is actually the goal. That’s what will be recognized and applauded. It’s not enough that you do your job and do it well. You actually need to do MORE than that. That’s what “exceeds expectations” suggests.
This is such a slippery slope, folks.
If the past two years have taught us anything, it’s that there is a way that employers can ask too much of employees. And when employees start to feel that more is being asked of them than is actually necessary or possible, resentment builds.
Please don’t misunderstand me; I’m not suggesting that employees should be allowed to “coast” along, barely meeting requirements. What I’m saying instead is when employees are actually doing what is required of them and doing it well, stopping at that point and not going “above and beyond” is not something to be penalized. Nor should “above and beyond” be ever held – or suggested – as something to aspire to.
The thing about going above and beyond is that one’s ability and willingness to do so is dependent on so many factors, very few of which have to do with capacity, engagement, or dedication. I can say with 100% truth that when I’ve been able to go above and beyond it was because I wanted to, and I could.
At various stages in my life, my capacity to go “above and beyond” has ebbed and flowed. When I was young, and not dealing with health challenges or family demands, going above and beyond was something I WANTED to do. I liked my work. It fueled my sense of purpose to “give more”.
As my life circumstances changed, however, my capacity to do more changed as well. I always did my job well; and there were times when I COULDN’T go above and beyond. When that particular marker is present on a performance evaluation, it suggests that it’s actually an unspoken expectation. This is what drives me nuts.
Can those who go above and beyond be acknowledged for such? Sure. But maybe in subtle ways. Words of appreciation, as opposed to awards or compensation is what I would suggest. Because those who are doing their job and doing it well should always feel like that is enough.
There is a quote that I love, one that I use in my email signature. I don’t know to whom it should be attributed, but it goes like this: “if you don’t want to burn out, stop living like you’re on fire.” It’s my firm belief that employees are better served by employers who know how to appreciate a job well done, and don’t have expectations – real or perceived – that folks will do more than that.
Bottom-line: if your employees are doing their jobs and doing them well, let that be enough. And more importantly, model that for them. Show your team what it means to do things well without stretching to the point of burnout. Your workplace and your teams will be better for it.