In recent years, performance reviews have become tedious meetings that managers avoid and employees don’t request. How can we recapture the purpose of performance reviews and use them to build trust among managers and direct reports, create action-specific goals for individual team members, and advance the mission of the organization?
Some organizations stopped insisting on performance reviews because they were counterproductive. Employees left feeling confused about next steps while managers simply crossed an item off their to-do list. Then, both parties forgot what was discussed and no improvements were made. Other organizations are redoubling their efforts to build emotional intelligence and conversation skills among managers to increase effectiveness. This investment in management is a great start, but how does it translate to improving feedback to employees and inspiring their future innovation?
“Performance appraisal is strenuous and demanding. It’s the Olympic Games of management. And no matter how solid my advice may be or how skilled you may be as a manager, performance appraisal will always be difficult. I know that some people think that if somehow we get the forms, the procedures, the timing, and the training right, the performance appraisal will be easy.”
– Dick Grote, How to Be Good at Performance Appraisals
Seeing this immense opportunity to improve performance reviews that then leads to better results, The CrossGroup has put together some timely advice for managers who understand that employees need and desire feedback.
That’s right.
Employees want what managers are hesitant to discuss.
After all, if you’ve done the hard work in building your highly effective team, all of your team members are striving for success and wanting to take that next step in their career. Your managers can provide them with the tools and information on how to do so.
To make performance feedback effective, follow these simple guidelines:
FOCUS ON GOALS
Goals personalize the feedback. We all want to know how we fit into the plan for success in our team; goals give the manager the opportunity to highlight that. Effective goals must be specific, measurable, and attainable; vague or subjective goals just set team members up for disagreement later. This takes practice and is best done collaboratively. Goals show that we have given the person’s growth and development careful thought and genuinely care about their career.
MAKE IT EMPLOYEE-CENTERED
Ken Blanchard and Paul Hersey contribute much with their Situational Leadership approach, which places emphasis on others. The model suggests leader behaviors, but the approach is centered on the person the leader is influencing. Effective managers analyze the person’s competence and commitment to the tasks assigned and then approach each person individually to support the development needed.
LISTEN AND LOOK CAREFULLY
Listening is like oxygen to a conversation. When we are planning and presenting goals, we may do too much talking in an attempt to influence others. Listening and looking for the other person’s nonverbal responses are important aspects in performance coaching. This takes some time, but is a good investment and leads us to our next guideline.
MAKE PERFORMANCE REVIEWS MULTIPLE CONVERSATIONS
Most managers think performance reviews are only conducted once a year. Can we really create effective goals and map a year-long plan for success in 60 minutes? Turning an annual performance review into multiple conversations allows processing time and for the goals to continually improve. You’re also able to get buy-in and commitment from the other person, because you’ve discussed goals and initiatives in depth. Throughout multiple conversations, you create space to hear their questions and reservations, which leads to better ideas and goals.
FOLLOW UP FREQUENTLY
Your follow through with the other person demonstrates your interest and desire for his or her success. Personalize and refine the goals as you progress; this makes it apparent that the goals are dynamic. Sometimes goals can be too easy and need to be strengthened. Often, they are too difficult because of unforeseen circumstances. This can be as simple as asking, “How can I help you?” You don’t take on the task assigned, rather, you help your team member problem- solve and you clear the way for them to pursue success.
How do we measure the success of a manager?
The progress and development of his or her team is a good measure. Show you care by making sure you are growing and developing your team. A great leader continually provides support and tools so that his team can be successful and feel good about their work.
What do you think? Do you regularly conduct performance reviews? If not, have we convinced you that they’re a great tool to use in your organization?
