As many organizations begin their next performance cycle, I thought it would be good to show what makes for an effective process that managers, supervisors, and employees can actually look forward to.
2nd in a series
Part 1 dealt with the practical side of the problem with performance reviews. The other element is more personal – the disconnect of COMMUNICATION. Again, most managers/supervisors see the performance process as the individual “events” called reviews. Performance reviews are scheduled events, yes. But performance evaluation/management is an ongoing process. It starts with the discussion where performance and behavioral expectations are established and continues throughout the performance cycle.
The number one rule in a performance review is “No Surprises.”
As I stated earlier, the Performance Review is just that – a formal discussion that looks back upon all of the informal discussions (face-to-face, phone, and e-mail) that have occurred to date. Which brings us to our first disconnect – the overall process. The individual should have no question where they stand with regard to their performance expectations at any time during the process.
Regular feedback needs to be part of the process – whether positive or developmental – if there is to be any chance of the performance review actually living up to its premise. Granted, some people do not like receiving a lot of feedback, others crave every bit they can get. The frequency is established between the individual and his/her leader at the outset of the performance cycle.
A QUICK WORD ABOUT FEEDBACK
Allow me a “rabbit hole” here to discuss a practice that many managers have asked me about when it comes to giving feedback. They call it the “Sandwich Technique.” You give a piece of positive feedback, followed by developmental, then wrapped up with another positive.
How disingenuous!
Those leaders that employ that technique risk losing the trust of their followers. Here’s how. If I know my leader uses this technique, I’ll listen to the first element (positive), but not pay much attention to it because I know the second (developmental) is coming. So the first piece of feedback, no matter how genuine, is seen as the “numbing agent” for the pain about to come. As one employee put it, “Your shaking my hand with your right, and I know you have a knife in the left – Gotcha!. The third element (positive) is ignored altogether because I am still focused on the developmental, so I’m not going to hear anything you say, especially if it is delivered poorly.
If the situation calls for positive feedback – give positive feedback and let it go. Let the individual bask in the moment. This make take a few tries, especially if they are looking for the oncoming knife. It might take a few times for them to realize it is not going to be coming.
If the situation calls for developmental feedback, give developmental feedback. That’s not to say you cannot use positive past examples to create an acknowledgement of effective past performance, but here it is used to restate the goal, not to “butter them up for toasting.”
WE NOW RETURN YOU TO OUR REGULAR PROGRAM…
The only time both positive and developmental feedback should be in the same discussion is during the performance review where it is expected, because you are showing the “highlight reel” of the past period – but you have already discussed these in the more informal feedback conversations. Again – no surprises.
There’s more to come. For performance management processes to be effective, leaders have to understand:
- Balance of Expectations
- Conducting Effective Setting Expectation Discussions
- Discussing Changes of Expectations
- Proactive and Reactive Ongoing Coaching
- Evaluation of Performance
John Lake has been a Business Culture and Performance Consultant/Trainer for over 20 years. JDLake Communications, LLC is designed to help organizations retain the talent they don’t know they are about to lose.
