Do you dread giving or receiving performance reviews? Some argue performance reviews should be banned altogether. Reviews are career and financial milemarkers, a signpost to where an employee has been and where she is headed, and the high stakes adds drama and tension.
Reviews can be productive. Really. Bosses, try using these simple communication strategies to give better reviews.
And employees: if you're boss isn't doing these things, be proactive and suggest them. It's in your best interest to get clear direction and feedback in your review. These strategies will help.
#1: A review should be a recap of communication that took place throughout the year.
If you're leading well, you laid out clear goals and expectations at the beginning of the year. You've reviewed the goals and progress against them with your team member periodically throughout the year.
Constructive criticism needs to be delivered as events unfold -- not just at review time. It should be delivered kindly but honestly, without over- or underplaying the problem. And it should be followed with a clearly defined corrective path and expectations for going forward.
If you didn't do these things throughout the year, then your review will reveal suprises to your employee. This is what a bad review process looks like, and you're failing as a leader.
If you're uncomfortable giving constructive criticism, read Crucial Conversations, which has excellent strategies for navigating important and difficult discussions.
A badly conducted review reveals new truths and other surprises. An actually, that means your failing as a leader. You may be j comfortable giving constructive feedback, or maybe have an issue giving prsise. Good communication doesn't happen once; it happens systematically, over and over. If your employee is surprised -- good or bad -- you've failed as a communicator.
#2: Tell a story for the year ahead.
Reviews aren't just for looking back -- they are a perfect time to look ahead, too. Metric-based goals are the foundation for evaluation. Numerical markers ensure parties can agree on success or failure without bias (or at least get you reasonably close!).
But I tried something new with my direct reports this year -- three words. I gave each team member three words that represented themes for them to focus on in the year ahead. In essence, I wanted them to build the story of a successful year in their minds. Stories have become an important part of business communication because stories are the best way to persuade people. Using the three words as your story elements, help your team member picture a successful year ahead that aligns to your expectations, your employee's career development, and, obviously, the needs of the business.
For example, you might have a direct report that isn't getting enough credit and recognition in your company. They need to step out a bit and better demonstrate the value they are delivering. In this case, visibility can be a theme. Challenge them to think about ways to raise their profile, like volunteering on a committee, or heading up a new cross-departmental project. Help them envision their own character arc in which they become more visible.
The three-word technique is a simple way to focus your employees and you should come back to your employee's story elements throughout the year (see rule #1).
#3: Use real examples to illustrate your points.
This one is simple: evidence builds your case, so use real examples to support your points in your review. If someone excelled at a particular goal throughout the year, use an example to support that viewpoint. If someone needs to improve in an area, use a real example of where they fell short -- and provide a clearly corrective path to help the employee grow.
If you can't think of any real-world examples to support a position, then is that position really correct? Challenge yourself. Providing real examples isn't just good for the employee -- it's an exercise for you to think through your opinions and ensure they accurately reflect what took place throughout the year.
#4: Rehearse ahead of time.
Performance reviews are emotional and personal. Employees want to know how they measure up not just in your company, but in your personal viewpoint, too. Your words carry weight. They will resonate emotionally and resonate long after the conversation ends. So do yourself and your team member a favor and take a few minutes in advance to plan your key message points.
#5: Be selfish: Listen.
Bosses tend to focus only on what they want to say to the employee during a review.
But you need to be more selfish that that. Ask questions that make you a better leader.
What do you want to know about the employee's state of mind? What do you want to know about their career goals? Does the employee have the tools and support they need to succeed? If not, what resources are missing? Get actionable information you can use to make your team more effective.
Performance reviews can be a valuable tool for employees and bosses. These rules can help you communicate more clearly, demonstrate concern and leadership and set the stage for a successful year ahead. And isn't that the point of good leadership -- to help employees grow, be happy in their work and be more productive? Make reviews an important tool for you, not an experience to simply be endured.
Matt Tillotson