Honest and productive career discussions are an important part of being a leader and a subordinate. Too often they are viewed as a rushed administrative burden instead of the chance to celebrate progress, address developmental needs and chart the future. In a recent leadership development forum I led, top executives discussed how to prepare for and conduct the actual performance meeting. All agreed that performance discussions should be an on-going process, not a one time event. We discussed tips to help make the session itself more productive.

When the meeting does occur, understand how your organization’s culture impacts performance discussions. What is the best way in your organization to deliver both good and developmental feedback during a performance evaluation?

Be sure to schedule enough time to discuss it. Rushing makes it less productive and the employee resentful. You would be sending a message that the employee is not as important as whatever else you are working on.

It can be very helpful to write down what it is you want to say and practice it. Think of where questions, excuses and arguments could occur, and think through the appropriate response.

Discuss how you gathered the information for the appraisal. Remind the employee that this is not just your opinion quickly pasted together. It is a review of agreed to expectations compared to actual results over the entire course of the review period. It should not suffer from only focusing on the recent past, or be overly influenced by any one incident or trait. Materials should include the job description, earlier evaluations, work examples, internal and external praise letters, comments or emails and the employee’s self-assessment.

Use specific examples of actual behavior and irrefutable facts. Stay away from generalities, stereotypes, and certainly don’t use derogatory or inflammatory wording. Remember that your intent should be to improve their performance and behavior. Keep emotions and possible arguments out. You may have to agree to disagree and move on.
Discuss any gaps or developmental needs, and their consequences. Does the employee understand your reaction to their behavior, or the impact it has on their team, clients or organization? They may be unaware of the repercussions their behavior has on others.

Use open-ended questions and encourage discussion. It can be hard to review weaknesses without the employee getting defensive or withdrawn. Let them know you will work with them to improve and succeed.

If you have told them what you do not like, discuss the behavior you are seeking. Let them participate in designing the solution by asking “What can we do to resolve this?” Or “What approach do you suggest to address this?” It will build their buy-in if it is not dictated from you.

Many of these tips focus on the employee with issues to address, because those that don’t are easier. Don’t forget positive feedback, but focus appropriately on it. Don’t over-inflate accomplishments, hiding issues because they make you uncomfortable. Be encouraging and express your confidence in their ability to continue to do well and to improve.

Performance appraisals can strike fear into the hearts of managers and employees, but they shouldn’t. It is a process, not an event, that should be rewarding and result in improved performance and better alignment of efforts with goals.

What are you learning? What can you share? Send me an email at: mcook@ageos1.com