Appraisals - pausing the waves for a moment of calm...

First things first, I am by no means an expert in running appraisals. In fact, today was actually my first time doing so. So, this article is not from a leader in the field, crafted from 30 years’ experience; nor is it a masterpiece, containing lesser known secrets recently discovered and exhaustively unearthed from the depths of the people management world.

Bear with me though, because what I hope it is, is an honest article, that shows (or at least aims to show...) you don't need to be the aforementioned expert to run a great appraisal and hopefully there may just be some pearls of wisdom for managers new and seasoned along the way. But, if you identify yourself as being the expert I mentioned, please do drop me a line as I'd love a chat!

For me, an appraisal, like a good 1-1, is an opportunity to pause the waves, for a moment of calm.

Now that might sound like it belongs plastered on this year’s bestselling motivational poster, but let me explain a bit about what I mean. Tasks, meetings, catch up's, reports, reviews - these are the waves: they ebb and flow, sometimes huge and almost overwhelming and other times they are gentler - but they are always constant. In a world where we are bombarded by a barrage of blips, beeps, rings and dings, it is all too easy to lose focus and find ourselves trying the age old mistake of multi-tasking on too many things. The result of this is normally something along the lines of the embarrassment of hitting reply all with your team lunch order, not quite what you'd call bread and butter for the CEO...

So an appraisal therefore, is an opportunity for both Line Manager and Direct Report to switch all of this off - empty your minds of the day to day (even more so than a good 1-1) and bask in the feeling of being free. Knowing that for the hour or two you have together you can dive in to exploring the past year and planning for success in the next.

To keep this shorter than a novel, I've organised a few other reflections into bullet points below:

• Co-own the meeting - As a Line Manager, there are some things you have to have on the agenda and likely a set of templates from HR you'll need to fill in - but these should just be a framework. Reach out to your direct report and see what they want to get out of the meeting - give them the freedom to add what's important to them - after all it is a meeting all about them and their role!
• Make it a two way conversation and listen more than you speak - This follows on from the above and again is what a good 1-1 should be. I'll be honest, I love a chat. But in 1-1's and in my first appraisal, I actively tried to listen much more than I spoke. It can be a hard one to get right, but have it in your mind and keep checking in with yourself as to who is really leading the meeting. Pause, stop and listen.
• Adopt a coaching style of questioning - I said there might be some pearls of wisdom and this one is probably closest to being one in my mind. Having had some amazing coaching and coaching training from the team at Know You More I know the benefit to everyone of coaching conversations and am so passionate about coaching being for all. So in an appraisal, instead of saying: "This didn't quite go to plan and here's why..." try a "How do you think that went? What might you have done a bit better?" This sort of questioning helps the individual to think through in their own mind and co-own not only the appraisal, but also the next steps. Chances are people will know when something hasn't gone 100% to plan and giving them the space to think that through in a safe and non-judgmental way, means they'll likely know some of the answers too.
• No surprises - This comes from a place of having been surprised many years ago while working for a previous employer. It's a horrible feeling to suddenly have the 'two months ago you did this' moment and not be able to do anything about it. Pick up things in 1-1 and don't bring up anything new in an appraisal unless it's happened since you last met.
• Don't see this as a one off - A good appraisal to me should set the tone for the next year of 1-1's. Always coming back to the objectives you co-designed and crucially, the personal development. It'll help you keep an eye on results, but also hold both you as a manager and your report to account on supporting development and reaching the next step - whether that's a new job or the confidence to take on a different task.

To wrap up, whatever sector you're in, high quality people management is the most important thing in my opinion. People who feel supported, stimulated, valued and excited to come to work, be that physically or virtually (it's 2022 let's go properly hybrid - actually there's a great article from Matt Hyde, the Scouts CEO on this and promise I'm not just saying that because he's the boss...) develop high performing teams who are results AND wellbeing focused. That's huge a win for individuals and organisations.

We're in control of the culture we create and so by being people centred, as well as results oriented, we can make this the dawn of a truly golden age.

If you've made it all the way down here, thanks a bunch! I hope you found some of the above helpful and I'd love to hear your thoughts, views and your very own pearls of wisdom in the comments below.

Jack