Once again, it’s performance review time. Many employers schedule the annual discussion shortly after the calendar turns to a new year. For some, this is a tedious chore that is never looked forward to. For others, especially those leaders who observe, document and address performance year-round, it is simply another opportunity to have a productive conversation. I encourage a servant leader’s approach;
We are in this together; I am here to support you. Let’s talk about where we’ve been, where we are, and where we are going.
I believe there are three key parts to an annual performance discussion:
- It is an opportunity to have a conversation about an employee’s performance during the past year. Note the word “conversation”. It implies two-way communication. Give your employee a fair chance to prepare by scheduling the meeting ahead of time, offering a self-evaluation form, and asking him to be prepared to discuss his performance successes and challenges. Hopefully, this is a summary of trends identified in numerous performance discussions held throughout the year. A servant leader discusses performance expectations and offers feedback regularly. Nothing here should be a surprise.
- It is an opportunity to agree on performance expectations for the coming year. Note the word agree. It implies discusssion, explanation, and even possible debate. Ultimately, the employee and servant leader come to an understanding about what the expectations are and why. This may include goal setting, improvement targets, continued skills development, and career pathing for future professional growth. There are no orders being given; there are guidelines, goals, and plans developed together.
- It is an opportunity for the leader to solicit feedback from the employee about his or her performance. Note the word solicit. It implies a very deliberate request. Seeking input from the people we are serving and leading is critical to our success. How do we know if we are doing the right thing for our employees if we don’t ask? The servant-leader will ask, “What can I do differently to help you successfully reach the goals we just agreed to?” Create a safe space for upward coaching. Don’t react negatively to the feedback you are getting. You asked for it, remember? Keep the door open for future conversations by thanking the employee for sharing their thoughts with you, and assure them that you will consider his or her suggestions along with the feedback from other members of your team.
After the performance discussion, there is follow-up to do.
- Regularly follow-up with the employee on the goals and expectations that were agreed to. Acknowledge good work when appropriate and coach up when needed. Be willing to revise goals when business conditions call for it.
- Look for trends in the feedback you were given about your leadership. What changes can you make to support the individuals on your team or to better lead the team as a whole? Leadership is about influence. Did the feedback help you see your influence clearer? Did it help identify opportunities for your approach to be adjusted?
The annual performance review should not be a painful experience for either party. However, success at the annual discussion depends on successful performance discussions all year long.
Think about your approach to discussing the performance of your team members. What works well?
These are useful pointers that help leaders make sure employees aren’t surprised by their evaluation. Leaders are, after all, the stewards of stakeholders’ expectations.
Sincerely,
Leroy Hurt
http://yourunfinishedbusiness.net/blogazine.aspx http://yourunfinishedbusiness.net/default.aspx
I would like to offer some alternative insight to this post because it something that I feel strongly about because of personal experience.
I am sure many of us have experienced this inexplicable sense of anguish, desperation and “I am not good enough” that follow the days after a performance review. It doesn’t matter how many positive and how many “great”, “excels in”, and “could not do without you” comments you get. We always focus on that one “needs improvement” or “could do better” comment that is probably in there.
I think that anybody who is contemplating or preparing a Performance Review take a look at some of the following post on my blog about an article in the Wall Street Journal by Dr. Samual Culbert, a Professor at UCLA Anderson School of Management.
http://manufacturingintelligence.blogspot.com/2008/10/death-to-performance-review.html
The premise of the article is that it has nothing to do with your performance.
“It isn’t, “How are we going to work together as a team?” It’s, “How are you performing for me?” It’s not our joint performance that’s at issue. It’s the employee’s performance that’s a problem.”
I believe that the practice of performance reviews is in fact a symptom of lacking leadership skills. In this modern age we love the new shiny tools, and the diet pill. There is no substitute to the social interaction and personal sacrifice that a leader needs to exert in order to create a winning team. Dr. Culbert points out, which is so much in line with my experiences – it brings a chill to my spine:
“Instead of energizing individuals, they are dispiriting and create cynicism. Instead of stimulating corporate effectiveness, they lead to just-in-case and cover-your-behind activities that reduce the amount of time that could be put to productive use. Instead of promoting directness, honesty and candor, they stimulate inauthentic conversations in which people cast self-interested pursuits as essential company activities.”
Leroy – thank you for visiting L2L and commenting on my post. Leaders certainly have significant influence over the expectations of their followers. What a privilege and responsibility! El
Gilad – thank you for visiting L2L and taking the time to leave such a powerful comment. My post was really geared more toward the majority of companies that do enforce an annual performance review process. I believe there is a way to move from the less than positive experience you describe, to something that is more of a partnership discussion that summarizes numerous interactions that happened throughout the previous year. As I said, “A servant leader discusses performance expectations and offers feedback regularly. Nothing here (in the review) should be a surprise.” Your last quote illustrates the very real danger when this ongoing interaction is lacking. Thank you for sharing your thoughts with me, and all our readers. El
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Hi,
Thank you for your nice writing on Reviewing the Review Process.
Thanks.