Purpose & the Art of Conversation

We’ve passed the first month in 2019, and now the second week in the Year of the Pig. For some it's still holiday season, for others there's still the hangover from performance reviews. In the first quarter of the year, many of my clients grind through the annual review process, a time filled with trepidation and suspense.

Rather than a forward-looking development conversation, it’s usually a perfunctory check-the-box exercise. Sadly, 76% of employees never feel they're heard. No wonder Gallup's annual employee survey shows that an average of 53% of an organization’s employees are not actively engaged at work. When employees loath reviews, why bother with such a time draining, costly process, a well intentioned idea past its prime.

The performance review dynamic should be a conversation, not filling a form. This week, Joyce, the head of talent, for a global food company, shared her experience with me on her organization's carrot and stick approach to reviews. They mandated everyone complete a performance review by Friday, January 25th. No small feat, besides the Asia Pacific headquarters, Joyce had to ensure China, Japan, Indonesia, Malaysia, and India followed suit, roughly 2,500 employees. A missed deadline would impact individual rankings and bonuses. Excuses were not tolerated.

As her firm welcomed the Year of the Pig with high energy, a Lion Dance, oranges and hong-bao, Joyce wandered the hallways, asking about the review sessions. Just about everyone responded with, "What review?"

A few said, "Oh, that form. Yeah, we completed and sent it in."

Her next question: "How did you feel about the development conversation?"

Silence.

Her final question. "Alright. Any conversation?"

Many said, "Can’t remember", or "Never happened."

You’ve probably experienced something similar. Which is why some organizations are looking to blow up this outdated process, rightfully so. Performance reviews originated in the early 20th century, following Frederick Taylor’s time and output measurements. 

Made sense then, doesn’t now. In its place, some organizations use 360 reviews. Unless there’s trust in the organization (and system), such feedback will be thinly-veiled platitudes or overly forthright criticisms. Some comments will border on the personal, rather than professional observations.

Working across countries in Asia, I've observed distinct differences in 360 responses. Some high-performers may be rated ‘average’ while others receive overly inflated ratings. A flawed rating system.

An HR manager, working for a global media firm, mentioned they had recently revamped their rating system from 7 to 5 points. Number 1 equated to star performers, 5 represented ‘’needs improvement’’-- a delicate message to move on. To curtail 'rate-inflation', no one was allowed to use the top score. Managers were thus reluctant to dole out ‘5’’ scores, and the results hovered around 2 and 3. 

If a rating of 2 or 3 is as good as it gets, employees opt out before physically moving out. A low rating becomes a vicious circle of discontent. Disengagement settles in, teams mentally exit, and performance wanes.

It doesn’t have to be this way. The world of work has changed, and so must review conversations. Too often, the review process comes up short on development conversations. People all go to work to deliver results, and most truly want to make an impact. 

We must move away from what’s wrong to what’s right.

Employees excel when their work has clear purpose and meaning. There’s data supporting strengths rather than deficits. When employees are connected to their personal purpose, it drives key performance outcomes. Employees are actually 125% more productive.

Reframe the review process to focus on strengths, growth and development.

What do these conversations look like? 

Think about your last review conversation; what was the impact on your employee? 

Now consider the following conversation starters.

Start with questions to uncover their strengths:

1.       What do you look forward to at work?

2.      What can you do for hours and hours without realizing the time passing? 

3.      What did you learn last year?

4.      What have you enjoyed most about working here (or on the team)?

5.      What are you looking forward to this year?

6.      If you could teach someone on the team, what would you teach?

These six questions can help you through the year to unearth strengths and purpose. They are open, thought-provoking, enjoyable discussions to assess developmental opportunities. The questions-based on research-focus on what is right, but not at the expense of the negative. An overplayed strength could be a blind spot for a career goal. By asking strengths-based questions, the dialogue shifts towards blind spots, constraints, and solutions. These conversations are developmental rather than punitive. Moreover, this exchange demonstrates the empathy towards a purpose-oriented career.

Bringing these conversations together creates opportunities for both manager and employee. Instead of end-of-the-year reviews, these conversation starters can be used throughout the year, even with quick coffee chats. Craft your conversation around strengths, purpose and impact with someone on your team. Watch how things change.

Now It's Clear The Career You Own will encourage you to push boundaries with various exercises and activities, but guided, step-by-step.

For the full guide to getting started on your path of discovery to find purpose, uncover strengths, be comfortable with doubt, navigate resistance, build a network of support and share your story at any stage in your career, head to https://bit.ly/NowItsClear to purchase Now It's Clear The Career You Own now.

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