Noone Likes Performance Reviews But You Better Not Stop?Them Using structure delivers?results

Do you like getting critical feedback from your boss?

I despise feedback, yet I know I need it. It helps me grow and change.

We made our financial plan consistently because I set clear goals, held my team accountable, and gave them feedback.?

If I asked your direct reports if this is common practice within your business, what would they say?

Do something different

As a CEO, VP, Director, or manager, you must invest time in this process. It will deliver results and, enhance respect and relationships with your direct reports.?

Maybe even differentiate your brand.

I did my best to build strong business relationships with my direct reports. Notice I said “business” relationships.

I was clear, direct, respectful, genuine, and even kind when appropriate.?

I could not have personal relationships with my direct reports because I would lose objectivity. I saw this happen many times with others.

And I delivered serious performance reviews.

Trust me there were difficult conversations, yet having a relationship helped get us through these tough times.

Why invest in these relationships??

Because I wanted to know who had character, who was in it for our customers and our employees vs. being in this only to make money. I learned to ask good questions which helped build trust and transparency.

The ones who are only in it for the money, leave soulless bodies along the side of their career path. It’s unfortunate, yet I see it all the time.

Ask yourself: “Do you have healthy work relationships with your team?”

It is easier to have tough conversations with your direct reports if you have a good relationship with them.

It’s not about liking someone; it’s about respecting them.

Accountability

?It is not a dirty word. But, yes, it is typically associated with conflict.

There is a possibility that some conflict will occur when I give you this feedback:

?“You are not making your budget, and I can’t accept that. Something has to change.”

Then I would ask: “What are you planning to do to get back on track??

After you answer, I would ask: “What can I do to help?”

A conversation ensues to discuss the corrective action that your direct report will take. And what you can do to help them.

I am not concerned that the young director or VP will resign or worse, quit and stay.

Giving feedback to your leadership will make them stronger and if they don’t like it, they can resign. It’s okay. I offered to help them resign and transition. My offer was often interpreted as a deterrent.?

Never did anyone take me up on my offer to help them resign and transition. Never in 40+ years.

Just deliver the feedback and stop?talking

I didn’t want direct reports who were not engaged.

You see if you deliver clear feedback regularly to your direct reports, the continuing dialogue becomes a healthy exchange.

I admit that I didn’t compliment my direct reports as frequently as I should have.?

I’m better at giving constructive feedback.?

It delivers two messages:?

1. It communicates where the employee is not achieving at the level expected.

2. It demonstrates that I care and, starts a conversation about solutions to the problem that I pointed out. If the conflict was going to happen, it was now.

What people?want

You already know this yet let me point out the two most important words you can ever use whether in a performance review or not.

The Harvard Business Review quotes Mary Kay Ash, who put it this way: “There are two things people want more than sex and money: recognition and praise.”

I find that saying thank you to people at all levels of the organization is magical. It makes their day. Many are shocked at the words coming out of a senior leader’s mouth.

Real leaders create overachievement

I have to admit I learned a trick to delivering a professional, effective performance review.

Practice.?

Yes, the more you practice providing constructive feedback, the easier it gets.?

Truth is, if you deliver a surprise to your employee at the annual performance review, you should be demoted. It’s unfair to your employees, and it exposes your weaknesses.?

Primarily, your lack of toughmindedness.

It’s the right thing to do. By providing constructive feedback all year long the employee will likely show improvement.

If no improvement, close the loop of accountability.?

Make a change by moving the current person out of the role and bringing in someone who will execute better.

The structured process that delivers?results

1. Review the employee’s performance to their goals monthly. There is much at stake: bonuses, national recognition, and incentive trips.
2. The goals have to be measurable with a high degree of specificity and no ambiguity.?
3. Set achievable goals for each employee and then provide them with incentive compensation that inspires them to overachieve.?
4. You must have deadlines for achieving the goals. You either make the goal or you don’t.?

This is a simple process, yet not easy. It keeps you updated on your team’s performance (and bonus) which then guides course corrections throughout the year.

One thing I learned in Corporate America is that if you perform by delivering your financial commitment, and keep the customers happy and the employees engaged, you will be rewarded.?

But if all you do is focus on making your bonus and not those other important items, you may win short term, but you will lose in the long run.

Clear measurable goals + time sensitivity + accountability =?success.

I promise that you will see your results improve and your team’s engagement increase once this becomes a part of your company’s culture.

And let’s be clear, your boss’ performance reviews better not stop?either.

Everyone is accountable to someone.