Lead Performance Conversations with Calm, Clarity, and Conviction.

A year-end performance conversation is a retrospective review of a year's performance. These dialogues aim to acknowledge employees' achievements toward previously established goals and provide a roadmap for improvement. An effective exchange provides clarity, recognition, and actionable feedback that promotes engagement, commitment, and organizational effectiveness.?

According to Jeffrey A. Miller, organizational anxiety arises from three primary sources: external threats, internal threats, and the various anxieties that each member brings. Resilient leaders notice how anxiety runs by becoming astute observers of reactivity on themselves and others.

?Year-end performance conversations can evoke various fears and concerns for both employees and managers. Here are some common fears that both parties might bring to these discussions:

Employee Fears:

1.? ??Job Security:?Employees may fear their performance review will impact their job security. If they receive negative feedback, they might worry about potential repercussions, including the possibility of layoffs or job termination.

2.? ??Recognition and Appreciation:?Employees often want their efforts acknowledged and appreciated. Fear arises when they believe their contributions may go unnoticed or undervalued, affecting their morale and job satisfaction.

3.? ??Career Advancement:?Many employees are concerned about their career progression. They may worry that their performance feedback will influence their chances of receiving promotions, raises, or opportunities for career development.

4.? ??Feedback Delivery:?Some employees fear the way feedback is delivered. They may worry about receiving criticism in a demoralizing or unconstructive way rather than as a means for improvement.

5.? ??Fair Evaluation:?Concerns about the fairness of the performance evaluation process can be prevalent. Employees may worry about biases, favoritism, or subjective judgments affecting the assessment of their performance.

Manager Fears:

1.? ??Employee Reactions:?Managers may fear adverse reactions from employees, mainly if the performance review includes constructive criticism. They may worry about how employees will handle the feedback and whether it might lead to conflicts or discontent.

2.? ??Difficult Conversations:?Managers may find it challenging to have difficult conversations about performance issues. Fear of confrontation or discomfort can make these discussions stressful for managers.

3.? ??Setting Unrealistic Expectations:?Managers may fear setting unrealistic expectations for employees, which could lead to dissatisfaction or demotivation. Striking the right balance between challenging goals and achievable objectives is crucial.

4.? ??Inconsistency and Bias:?Managers may fear being inconsistent in their evaluations or displaying potentially unfair biases. Ensuring a fair and objective assessment process is essential for maintaining trust among the team.

5.? ??Impact on Team Morale:?Managers may worry about the overall impact of performance conversations on team morale. Negative feedback or perceived unfairness can have ripple effects on the team's motivation and productivity.

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Managers and employees come to the conversation with worries; sometimes, their worst fears never happen.?

Here are some strategies that will allow you to lead performance conversations with calm, clarity, and conviction as a resilient leader:

Calm:

• Acknowledge and accept your anxieties to approach the conversation with great self-awareness.
• Start the conversation positively by highlighting the employee's strengths and achievements, creating a more constructive atmosphere.?
• Put yourself in the employee's shoes and consider their perspective. This empathetic approach can help alleviate anxiety and create a more supportive conversation.?
• If triggered, learn to manage your emotions by recognizing your biases and reactive patterns and having a response plan.?
• Breathe and use a centering technique to regulate your nervous system before and during performance conversations to help manage your anxiety.
• Practice self-care by monitoring your sleep, nutrition, and exercise. Take enough breaks during the day to recharge.?

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Clarity?

• Prepare thoroughly for each conversation by reviewing performance data and ensuring a clear understanding of the employee's accomplishments and challenges.?
• Create a structured framework for performance conversations. Have a clear agenda and a set of talking points.
• Recognize your leadership style, values, vision, and principles and how they guide your actions as a leader.?
• Communicate realistic expectations for performance and growth and be transparent about the evaluation criteria.?
• Take a balcony view, shifting the focus from past mistakes to future opportunities for improvement and professional development.
• Take time for self-reflection. Clarify your thinking before you explain it to others. Solicit feedback from peers or colleagues on your approach and communication style. Remember, how you say it matters more than what you say.?
• Consider everyone's capabilities and results, acknowledging their efforts and contributions before discussing areas for improvement.?

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Conviction?

• Be willing to take clear stands and take risks for the sake of doing the right thing.?
• Stand firm in your own beliefs when facing resistance, be willing to clarify expectations, and set boundaries.
• Observe whether your default tendency is to offer comfort or challenge when needed and strive for balance.
• Stay focused on your thinking vs winning approval. In the face of resistance, stay the course without feeling defensive or needing to win.
• Be willing to tolerate a certain level of discomfort to do the right thing when discussing improvement opportunities.
• When faced with resistance, differentiate reactive complaints from productive complaints.?
• Practice active listening during the conversation. Then, communicate your stand calmly, clearly, and non-defensively.?

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Year-end performance conversations can be stressful for all parties involved. Effective communication, transparency, and a constructive approach can help alleviate these fears and ensure performance conversations contribute positively to the development and engagement of both leaders and their team members.?

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Resilient leaders understand their emotional impact on their work environment and find ways to bring a calming presence to their exchanges, even when the stakes are high. Leading performance conversations with calm, clarity, and conviction will increase your chances of achieving a shared understanding.