Key take away for me from "What Great Managers Do to Engage Employees" was this:
Performance management is often a source of great frustration for employees who do not clearly understand their goals or what is expected of them at work. They may feel conflicted about their duties and disconnected from the bigger picture. For these employees, annual reviews and developmental conversations feel forced and superficial, and it is impossible for them to think about next year’s goals when they are not even sure what tomorrow will throw at them. (emphasis mine)
This is something we've been struggling with at my job. We use quarterly OKRs to set goals for all employees, but many of our OKRs (for me and my direct reports) lose relevance after 2 or 3 weeks.
So, I'm still looking for ways to help me (and my team) measure our performance and set clear, relevant goals.