Annual performance reviews can be a useful tool in building organizational talent. On the other hand, if it’s not done well it can be like going to the dentist or getting an immunization – necessary to maintain health but not particularly fun.
From the employee’s point of view it’s a chance to focus on what we’ve done well this year and where we’d like to go in the future. I was having a bad day on Monday morning, and receiving my review from Anita actually made it much better. It’s very engaging to hear what your supervisor appreciates about you and to think about possibilities for development.
From the manager’s point of view performance reviews are a chance to reinforce things that are going well and develop goals for the next year. It’s much easier to hold people accountable for their performance if you’ve both agreed on what successful performance looks like. In my review, Anita and I created a set of goals that I will be able to report on in our ongoing conversations.
As an HR professional, I see the value in having the annual review meeting. I’m also well aware that they are going out of favor in many organizations, with the focus shifting to more frequent ongoing conversations. Since many of us at Minnesota State are starting a new cycle, here are some tips to make next year’s reviews effective.
- No surprises – the annual review should be a summary of conversations that you’ve had throughout the year. It’s a chance to focus on what’s gone well and what should happen in the future.
- It’s not about the form – whatever the process is at your institution, focus on having a meaningful conversation, not on filling out the form and selecting ratings.
- Don’t rely on memory – If your employee does something extraordinary in the next month, it will be nearly impossible to remember that a year from now. Keeping notes will make the process easier and more accurately reflect the full year.
- Take it seriously – I’ve heard way too many stories about people who don’t get a review at all, or who are asked to fill out their own form, which the supervisor then signs without comment. That’s demoralizing for the employee and can come back to bite the manager. It’s really difficult to manage a performance problem if the employee has a track record of reviews that exceed expectations.
Making the annual review the capstone to a year of effective performance management will help it feel more like getting ready for a 4th of July party than a medical appointment.
Dee Anne Bonebright
Congratulations! You just hired a new leader. Helping them succeed is a crucial, and often overlooked, transition. The new leader is ready to show their stuff, you are excited about the grand ideas you shared during the search process, your colleagues are expecting results, and their new team is full of experienced workers. What could go wrong?
Actually quite a bit. As leadership transition expert Michael Watkins says in his book, Your Next Move “Transitions into significant new roles are the most challenging times in the professional lives of managers.”
The book does a great job describing the different types of transitions the new leader will experience. Regardless of their specific transition you can take the following five actions to give them the best chance of succeeding in their new role.
- Deliver transition support just-in-time – Strategically identify what information and resources are needed immediately and what can wait. No one can digest everything on the first day! Your new leader needs time to assimilate information.
- Leverage the time before they start – Provide access to meetings, people, information, budgets, and yourself before their first official day. Check in and answer questions they have before they are swamped with first-day paperwork and work demands.
- Create action-forcing events to guide the transition – Don’t rely on random circumstances during the first few weeks. Instead use your influence and experience to create a learning environment for your new leader. Set up meetings, invite him or her to your meetings, delegate certain tasks to them, add them to different groups, and actively debrief with them to strengthen their understanding and competence.
- Provide focused resources that support their transition – A new leader needs a different type of support than an experienced leader. Resources, information and contacts must address culture, basic information, unstated rules, “land mines” to avoid, and other topics above and beyond project or work issues.
- Clarify roles – Take the time to clearly identify who is responsible for what. Start with your role, their role, and the roles of other leaders on your team. Then move on to the roles and responsibilities of leaders in other departments and divisions.
You can’t guarantee the success of a new leader but you can give them the best possibility to succeed with your actions.
You nailed the interview, you got the job and now it’s time to prove your value – full speed ahead! Peter Daly and Michael Watson, authors of The First 90 Days in Government: Critical Success Strategies for New Public Managers at all Levels, encourage leaders to take a different approach to successfully navigate one of the most treacherous transitions you will face – starting a new job.
The pressure to deliver results – fast – can backfire and end up looking like the proverbial bull in the china shop. Making a lot of noise, causing a lot of action but not demonstrating your ability to lead and succeed.
To avoid a crash, Daly and Watson describe five crucial subjects or themes that new leaders need to understand before they charge forward. This will require structured on-going dialogue with your boss that they call “the five conversations:”
- The Situation Conversation – discover how your boss perceives the current standing or status of the overall organization and your unit. Your goal is to ensure a shared understanding of the challenges and opportunities you face.
- The Expectations Conversation – define, clarify, and perhaps, negotiate what success looks like for you in your new job.
- The Style Conversation – discuss and determine how the relationship with your new boss will work. How do you each prefer to communicate, what boundaries exist, how are decisions made, and how frequent do you need to interact to ensure trust and success.
- The Resources Conversation – determine what resources are available, what you believe you need, confirm how resources are allocated and begin negotiating to ensure access to critical resources.
- The Personal Development Conversation – mutually identify opportunities and expectations for continual development to ensure success in your current and future roles in the organization.
In reality these will not be distinct one-time conversations but they are a framework to help new leaders strategically approach the transition to a new role. This is a time that it is “all about you!”
Posted in change and transition, communication, goals, Leadership, leadership development, organizational culture, resources, self awareness, stakeholders
Tagged communication, culture, feedback, Leadership, performance, professional development, purpose, questions, self-awareness, success, transparency, urgent
Leading for the common good isn’t peaceful. Agreement isn’t the goal. Paraphrasing writer Walter Lippmann, “when we all think alike, no one thinks very much.” To work together for the common good a leader needs to be prepared for conflict and embrace conflict.
Liane Davey, author of You First: Inspire Your Team to Grow Up, Get Along, and get Stuff Done, reminds us that for teams to be effective and work together they need to experience tension and disagreement, wrestle with it, push back, open up, share, listen and only then move forward. It’s not a quiet process and not what we often think of as good leadership. But think about the best teams you have worked on. Was it acceptable to have a different opinion? To raise a concern? Or to even get a little worked up about the problem you were addressing? I bet it was!
If you are willing to dive into the messiness of collaboration and conflict as a necessary element of moving towards a common good, Davey recently shared three ideas that leaders can use to help their teams embrace “productive conflict.”
- Define, discuss and understand the different roles and agendas of each person on the team. Take the time to ensure that everyone understands that each person has an agenda based on their role and that each agenda is different. Not better or worse but different. And that it is normal for the different agendas to lead to conflict that is not personal but necessary to reach the best solution in the end. Make it OK to disagree based on their unique roles and responsibilities.
- Pay attention to style differences between team members. Use a tool or a facilitated discussion to clarify the different approaches team members use to learn, take in information, communicate, make decisions, or do tasks. Ensure that each style is described in a positive way and highlight the value that each style brings to the team. Finally, highlight how it is natural for conflict to arise due to style differences and that you expect people to leverage their styles to facilitate collaboration, even if it gets uncomfortable.
- Set ground rules on acceptable dissension. Have an open conversation and identify what behaviors lead to conflict that improves how the team functions and what behaviors actually destroy trust and teamwork. Describe what is acceptable and what is not acceptable and the process the team will use to hold each other accountable.
As nice as peace and calm can be, leadership is a lot messier and noisier – and that’s OK!
Posted in building teams, communication, Diversity, leading authentically, organizational culture, polarities, racial tension, self awareness
Tagged communication, community, culture, ego, Leadership, performance, self-awareness, stress, transparency
Last month, I had the opportunity to “fill up my bucket” and learn lots at the Association for Talent Development Conference in Orlando, Florida. It’s a huge international conference attended by thousands of talent development professionals from around the globe. While there, I met Alan Fine, author of You Already Know How to Be Great. Alan is one of the founders of modern-day executive coaching and was speaking about how managers can have better conversations with their employees to drive performance.
He said the traditional wisdom that we all need to just learn more by reading a book, hiring a consultant or coach, taking a class, is just not true most of the time. Our biggest obstacle and the obstacles of those we lead isn’t knowing what to do, it’s doing what we know. In a nutshell, driving great performance is not about knowledge acquisition, it’s about knowledge execution!
But how do you help coach both yourself and your people to execute on their knowledge? To do what they know? That’s where Fine has stumbled on a simple, but powerful discovery in his early work as a tennis coach and later as an executive coach: you remove interference.
Think about it. It certainly makes sense. When have you done your best work? For me, my best work has been accomplished when I have had the support from a leader who was able to remove significant obstacles in my path, like providing funding for a new program, sponsorship for a joint venture, or just giving me space and time to innovate.
Fine says that the formula: Performance = Capacity + Knowledge, while used for generations, does not really improve performance. So he has turned this formula inside out to look like this:
Performance = Capacity – Interference
I challenge you this month to explore how you can remove interference for your employees’ performance, so that they can really do their best work. In my one-on-one meetings with my staff this month, I’m going to ask them a few questions to unearth obstacles that might be keeping them from great performance and to eliminate any unintentional barriers that I might be creating for them:
- What obstacles or barriers are getting in the way of you doing your best work?
- What can I start doing to support your success?
- What would you like me to stop doing?