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Thoughts and Tips

on The Road to

Improving Effectiveness by Overcoming Overload

Thoughts and Tips on Ineffective Performance Review

How effective is the annual performance review?

 

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Wise Words

Focus on Character. Often, how we do what we do is more important than what we do.

Thoughts

 

The National Post reported on April 6th  that "a whooping 94 % of CEOs" feel that annual performance reviews are ineffective and 87% of employees think they are ineffective as well. When I read this, I thought no wonder why employees and managers resent this annual ritual. In discussion with some of our clients we have realized that this mandatory HR requirement has become burdensome and even counterproductive.

If this is the case, can we kill the annual performance review? It would be a dreadful mistake if we did. It would be akin to throwing the baby out with the soiled bath water. We are in an economic and cultural environment where we need more accountability, not less oversight.  I suggest we need a new leadership model. A model that:

·         Replaces managers with overseers and coaches

·         Measures employee progress and development in a disciplined, consistent manner

·         A self-directed, self-monitored, self-motivated, and simple coaching approach that gives priority to what the person is expected to be not only what he or she is expected to do.

 

Tips

 

As a leader:

  • See yourself as an overseer and a coach. This is more rewarding to you and your staff.
  • Focus on your team development and growth. We value that we measure and measure what we value.
  • Commit to regular one-on-one coaching time with each of your team members.
  • Read a good book on coaching at least once a year.
  • As coach and overseer give yourself a "weather vane" of key indicators and critical success factors.
  • Hand over the progress reporting responsibility to your protégé using a simple dashboard that does not require much administrative overhead.

 As an employee:

  • Identify your core strengths. Clearly communicate how they relate to your roles and responsibilities.
  • Write clear objectives that link your core strengths, roles, and responsibilities. This is the best three-legged stool to support your progress.
  • Ask your boss to be your coach. If he or she is unwilling or unable, find yourself an external coach.
  • Create short term, realistic projects that can help ensure delivering your objectives and related goals.
  • Create a simple progress dashboard.  Like a highly committed athlete focus on how you leverage and complement others on your team. This should include objective and qualitative data that clearly reflect your progress and key performance indicators as well as issues and concerns.
  • Meet one-on-one with your coach (weekly, biweekly or at least monthly). Hold yourself accountable. Using your progress dash board be prepared to ask many questions and seek appropriate guidance.
  • Modify your objectives and projects in response to your fast changing world. Aim high and goal reasonably.
  • Celebrate successes large or small. Confess mistakes and failures.
  • Share your journey with others.  By your example and that of your coaches, you can change the culture and replace the dreaded performance review with something of greater value.

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