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It's November already! year-end performance conversations are just around the corner, for some this may not be a conversation you look forward to. Here are a few reasons based on my own experience and interactions: 1- You may have been holding back your feedback, it's been so long which makes it difficult to share your thoughts and observations - remember, the purpose of sharing feedback early on is to give an opportunity for improvement, if you find yourself in this position make sure to frame your feedback constructively, focus on facts and how it can help moving forward. 2- You are dreading the conversation because you or a team member hasn't met expectations. While I can't say there is an easy answer, thorough preparation can make a significant impact. Approach the discussion with a mindset geared towards finding a way forward. Use past experiences as context, but try not to dwell on them; instead, concentrate on actionable steps for improvement. 3- Your company culture feels toxic, leaving you questioning the value of these discussions. If rewards seem misaligned with actual performance, it's understandable to feel disappointed. In such environments, focus on what you can control—your own contributions and how you can advocate for better practices moving forward (in extreme cases, I would say invest in you career and development, try finding an opportunity at a place where its values and culture align with yours). Performance conversations can ultimately serve as a valuable tool for our growth and development.

"The Impact of Leadership Feedback on High Performers" The observation about the detrimental effects of egocentric leadership on high-performing employees is spot on, Jennifer Liu. This leadership style, characterized by self-centeredness and a disregard for others, creates a toxic work environment that ultimately drives away top talent. Several key issues emerge from this dynamic. First, high performers often find themselves on the receiving end of disproportionately critical feedback. This isn't constructive criticism aimed at improvement but rather a tool for the leader to bolster their own ego. Second, the chasm between the leader's grandiose promises and the reality of inaction erodes trust and morale among employees. Finally, the promotion of individuals based on personal connections or biased empathy rather than merit undermines the foundation of fairness and equality, further alienating high performers. The consequences of this leadership style are far-reaching. High turnover rates become inevitable as top talent seeks organizations that value their contributions and offer opportunities for growth. Moreover, a culture of favoritism and inequality casts a long shadow over employee morale and productivity. The loss of high performers also stifles innovation, as diverse perspectives and fresh ideas are essential for organizational success. To address these challenges, organizations must prioritize leadership development. Training programs should focus on cultivating empathy, fairness, and effective communication skills. Additionally, robust performance management systems should be implemented to ensure that promotions and evaluations are based on objective criteria rather than subjective biases. Fostering a culture of open communication and psychological safety is also crucial, as it empowers employees to voice their concerns and contribute to a positive work environment. By investing in leadership development, implementing fair performance evaluation systems, and prioritizing employee well-being, organizations can create a more inclusive and supportive workplace that attracts and retains top talent. Ultimately, this leads to increased innovation, productivity, and long-term success. Would you like to delve deeper into any specific aspect of this issue, or perhaps explore potential strategies for dealing with an egocentric leader? #leadership #EmotionalIntelligence

You might find that your colleagues are reluctant to give you the feedback you need to improve, or even sustain, what’s working. Here are five common barriers you might face in getting helpful feedback from your direct reports, and how to address them so that you can gain the insights you need.

Read This to Spot Who Needs to Be Fired ?? 1. Inconsistent Performance – If the employee repeatedly fails to meet job expectations, it’s time to reconsider. 2. Unreliable – When they can’t be trusted to complete tasks or meet deadlines, it’s a red flag. 3. Resistant to Change – Refusing to adapt to new processes or challenges signals stagnation. 4. Lack of Commitment – If they show no dedication to their role or the company, it’s a reason for concern. 5. Poor Communication – Inability to effectively communicate disrupts teamwork and productivity. 6. Conflict in Teamwork – If they can’t work collaboratively or constantly create friction, it hinders team dynamics. 7. Avoiding Responsibility – Blaming others or not owning up to mistakes shows a lack of accountability. 8. No Initiative – If they lack problem-solving skills or the drive to improve, growth is unlikely. 9. Closed to Feedback – Refusing to learn or improve despite guidance indicates unwillingness to grow. 10. Misaligned with Culture – A poor fit with the company’s values and work environment can’t be ignored. Consistently showing these traits leaves no choice but to let them go for the team's success. #EmployeeReview #TeamGoals #LeadershipMatters#WorkplaceGrowth #LeadershipSkills #TeamworkMatters #employeeevaluation

“When my managers and I sugar-coated our feedback, people did not understand our expectations.” Our CEO and Managing Partner, Daria Leshchenko, shares her insights in her latest Inc. Magazine. article. She dives into: ?? Why direct and honest f#eedback is a game-changer for both the team and the company. ?? How #SupportYourApp transformed its feedback culture — and the powerful lessons we learned along the way. Read the full article here → https://lnkd.in/d5zBrVwT

Over the last few years my team has developed a strong culture of providing upward feedback. I am so grateful for direct reports who have the courage to share ways I can be a better manager and supervisor. We have found that to achieve this we have to do the following: 1. Create an intentional space:?We have quarterly upward feedback check-ins and annual pulse surveys if they want to share something anonymously. But what matters most is that there is space just for them to share. 2.?Respond to the feedback:?I can’t expect anyone to share feedback unless I am seeking to understand their needs and committing to making changes. Communicating back what adjustments I am making only strengthens their desire to share more. 3.?Explain the limitations:?Sometimes what employees express is not always possible. But if I demonstrate a willingness to improve, it helps them trust me when I have to push back on some feedback from time-to-time. To be clear, I am not perfect at these things. But in creating the conditions for seeking feedback, I know I can get greater guidance from my team on how we can continuously become stronger.

There are, however, some common mistakes people make when they’re just starting out. To help you avoid them and gain more confidence in your approach, let’s talk about what not to do during performance conversations — and what to do instead. https://buff.ly/40rOlzG

How are you today? Rushing to EOFY results? Tell me what you want to hear from us. Performance Reviews that Work: Transforming Feedback into Growth Opportunities Do you find yourself scrambling to prepare for staff performance reviews at the last minute? Do you feel rushed when meeting with your staff, armed only with a hastily updated review and a few notes? Recently, I had the pleasure of meeting with an academic from a university in Melbourne, Victoria. Despite her decades of experience with the Performance Development framework, I was able to offer her an outsider’s perspective. Together, we crafted a plan to help her build stronger relationships with her staff, anticipate potential obstacles, and put a support system in place. As a result of our meeting and subsequent collaboration, she now has a 12-month plan in place to manage her team effectively. She plans to send out a welcome note to schedule monthly performance meetings, including processes to better understand her staff's needs, challenges, aspirations, and how to achieve them. After our meeting, she gained a clearer view of her team's KPIs and an understanding of how to motivate and reward each member individually. She now has a better understanding of how to manage this highly skilled team to achieve success. If you're a time-poor leader or front-line manager and need help to meet with your team monthly, A Perfect Plan can support your team development needs. Start your new financial year right with a plan for success. Contact Nina at?[email protected] #inclusiveculture?#inclusiveworkplace?#relationship?#relationshipmanager#relationshipmanager?#commitment?#commitmenttoexcellence?#coaching#coachingforsuccess?#aperfectplan?#employeeengagement?#authentic?#authenticleadership#authenticitymatters?#empowermentcoach?#empoweringpeople?#performancereviews#planningahead?#planningforthefuture?#persistance?#success?#values?#signiturestrengths#successfulconversations

Giving appropriate and constructive feedback is one of the best things you can do to not manage like an asshole. It should not be withheld or weaponized but rather provided as immediately (and privately) as possible to normalize constant communication and improvement. This is top of mind for me now as we wrap up midyear reviews. We askevery employee to answer these three questions and thenhave their manager fill out the same BEFORE the review. I also go through this process to get feedback on my performance. It's one of the most valuable things we do as a company. Tons of terrific ideas have come out of this. 1. What is working/going well? 2. What could be better? Any problems? 3. For things to be awesome, we need to...

It sounds like you're describing a situation where a manager is promoted or given a key role without proper readiness, and as a result, they fail to empower employees, leading to demotivation. If this is the case, it's important to address the issue, as it can have a negative impact on the overall team and work environment. Hiding the truth about their lack of preparedness or mismanagement is not ideal, as it can prevent improvement and accountability. It’s better to acknowledge the problem and work on providing the necessary support or training for the manager to succeed and help their team feel more empowered. Ignoring or hiding the truth might lead to more long-term issues like poor morale and performance.