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Everyday Performance Reviews

Everyday Performance Reviews

I have written about and talked about the need to reinvent Annual Performance Reviews pretty often, and I’m not alone in doing so. Still, the discussion rages on, and there continues to be much talk and not enough action when it comes to improving the processes associated with them. Annual Performance Reviews remain a staple of workplaces everywhere.

My latest short and sweet advice has been this: If you have to do them, and for some valid reason can’t reinvent them, at the very least make the best out of them. Do your due diligence, be honest and be consistent with the process so it has integrity, but dispense with it as quickly and as expeditiously as you can, making the experience as positive as possible for the person reviewed. Frame the discussion forward and not backward.

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By “expeditious” I don’t mean you cut corners and disrespect the person you are reviewing; I mean for you to make quick work of the archaic, sacred cow, can’t remember why we even do this parts of the annual review process which leave you tongue-tied, simply annoy everyone and have little to no redeeming quality: Stop belaboring the motions you don’t believe in and aren’t equipped to handle well.

However, the reality is that you still will hate to do them, and you will probably still hate receiving them, unless you add some value to the process.

Second, it is only in adding value to the process elsewhere, at the right time, and in managing well, that you truly can achieve the “expeditious” and “positive experience” part of my advice.

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Plain and simple, when you are a manager, you have to work on reviewing and taking action with the performance of those you manage virtually every single day, and not just annually or semi-annually. Folks, that’s what management is, and it’s your whole job.

What you’ve got to do, is turn annual performance reviews into everyday performance reviews.

Let’s consider a few of your opportunities:

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    First the Daily 5 Minutes: Bar none, THE single best management practice I know of.
    Every single time someone makes a mistake, because for you, mistakes provide opportunities for learning and coaching.
    Every time you assemble a project team, by conducting interviews of those who want to be part of the gig, and setting some inspiring goals with them.
    With every debrief after a project, change initiative, or mission comes to fruition — or fails, so you can talk about how to “fail forward.”
    When you mentor with personal and professional mission statements. Said another, less formal way, having right-timed discussions in the vein of “Tell me again why you here, and what lights your fire when you’re here. Let’s do more of that!”
    Once each year, you can interview your “old timers” just as you do candidates for hire. Their lives have changed, and their dreams probably have too; how current are you on their news?
    With counseling and discipline as soon as it’s called for, because you are always on the alert for the damage which can be caused with tacit approval.
    With management by walking around and following through to the nth degree, because you are determined that no one will ever say you don’t honor your word and walk your talk. Hence, you walk into opportunities for on-the-spot performance coaching all the time, and you seize them.
    Every time you share with employees how a customer feels, what a customer expects, and how a customer dreams, because customers continually talk to you about your staff and how they impress them (or don’t).
    Every time you hold a meeting because your meetings are about rigorous, “this stuff counts” engaging dialogue, where whole-team performance is talked about all the time because everyone wants excellence.
    Every time you catch someone doing something right, and you start cheering and celebrating about it, because you want to call attention to the great wins you need repeated by everyone.
    Every time you shift roles, recast, and experiment with new energy applied to processes starting to slide into complacency and mediocrity, because those things aren’t gonna happen; not on your watch. You know what your people are good at, and when they’re in their strengths zone, and that’s where you work with them— always.

Lots and lots of everyday opportunities abound. I’m sure you can think of more.

Consider this: If you coached an employee about some part of their performance for just 5 minutes every single week, you’d be giving them the equivalent of a 4 and a half hour annual performance review. And the one you have to officially turn into the HR office at annual review time? You and that employee would be so in sync, and their performance will be so off the charts, it will take you all of 15 minutes tops.

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Article References:
Adding Value to Performance Reviews
5 Questions for your Performance Appraisals
The Daily 5 Minutes

Rosa Say is the author of Managing with Aloha, Bringing Hawaii’s Universal Values to the Art of Business and the Talking Story blog. She is also the founder and head coach of Say Leadership Coaching, a company dedicated to bringing nobility to the working arts of management and leadership.

Rosa’s Previous Thursday Column was: The Leader as Kipuka (Create your Kipuka, Part II).

More by this author

Rosa Say

Rosa is an author and blogger who dedicates to helping people thrive in the work and live with purpose.

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Last Updated on March 29, 2021

5 Types of Horrible Bosses and How to Beat Them All

5 Types of Horrible Bosses and How to Beat Them All

When I left university I took a job immediately, I had been lucky as I had spent a year earning almost nothing as an intern so I was offered a role. On my first day I found that I had not been allocated a desk, there was no one to greet me so I was left for some hours ignored. I happened to snipe about this to another employee at the coffee machine two things happened. The first was that the person I had complained to was my new manager’s wife, and the second was, in his own words, ‘that he would come down on me like a ton of bricks if I crossed him…’

What a great start to a job! I had moved to a new city, and had been at work for less than a morning when I had my first run in with the first style of bad manager. I didn’t stay long enough to find out what Mr Agressive would do next. Bad managers are a major issue. Research from Approved Index shows that more than four in ten employees (42%) state that they have previously quit a job because of a bad manager.

The Dream Type Of Manager

My best manager was a total opposite. A man who had been the head of the UK tax system and was working his retirement running a company I was a very junior and green employee for. I made a stupid mistake, one which cost a lot of time and money and I felt I was going to be sacked without doubt.

I was nervous, beating myself up about what I had done, what would happen. At the end of the day I was called to his office, he had made me wait and I had spent that day talking to other employees, trying to understand where I had gone wrong. It had been a simple mistyped line of code which sent a massive print job out totally wrong. I learn how I should have done it and I fretted.

My boss asked me to step into his office, he asked me to sit down. “Do you know what you did?” I babbled, yes, I had been stupid, I had not double-checked or asked for advice when I was doing something I had not really understood. It was totally my fault. He paused. “Will you do that again?” Of course I told him I would not, I would always double check, ask for help and not try to be so clever when I was not!

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“Okay…”

That was it. I paused and asked, should I clear my desk. He smiled. “You have learnt a valuable lesson, I can be sure that you will never make a mistake like that again. Why would I want to get rid of an employee who knows that?”

I stayed with that company for many years, the way I was treated was a real object lesson in good management. Sadly, far too many poor managers exist out there.

The Complete Catalogue of Bad Managers

The Bully

My first boss fitted into the classic bully class. This is so often the ‘old school’ management by power style. I encountered this style again in the retail sector where one manager felt the only way to get the best from staff was to bawl and yell.

However, like so many bullies you will often find that this can be someone who either knows no better or is under stress and they are themselves running scared of the situation they have found themselves in.

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The Invisible Boss

This can either present itself as management from afar (usually the golf course or ‘important meetings) or just a boss who is too busy being important to deal with their staff.

It can feel refreshing as you will often have almost total freedom with your manager taking little or no interest in your activities, however you will soon find that you also lack the support that a good manager will provide. Without direction you may feel you are doing well just to find that you are not delivering against expectations you were not told about and suddenly it is all your fault.

The Micro Manager

The frustration of having a manager who feels the need to be involved in everything you do. The polar opposite to the Invisible Boss you will feel that there is no trust in your work as they will want to meddle in everything you do.

Dealing with the micro-manager can be difficult. Often their management style comes from their own insecurity. You can try confronting them, tell them that you can do your job however in many cases this will not succeed and can in fact make things worse.

The Over Promoted Boss

The Over promoted boss categorises someone who has no idea. They have found themselves in a management position through service, family or some corporate mystery. They are people who are not only highly unqualified to be managers they will generally be unable to do even your job.

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You can find yourself persistently frustrated by the situation you are in, however it can seem impossible to get out without handing over your resignation.

The Credit Stealer

The credit stealer is the boss who will never publically acknowledge the work you do. You will put in the extra hours working on a project and you know that, in the ‘big meeting’ it will be your credit stealing boss who will take all of the credit!

Again it is demoralising, you see all of the credit for your labour being stolen and this can often lead to good employees looking for new careers.

3 Essential Ways to Work (Cope) with Bad Managers

Whatever type of bad boss you have there are certain things that you can do to ensure that you get the recognition and protection you require to not only remain sane but to also build your career.

1. Keep evidence

Whether it is incidents with the bully or examples of projects you have completed with the credit stealer you will always be well served to keep notes and supporting evidence for projects you are working on.

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Buy your own notebook and ensure that you are always making notes, it becomes a habit and a very useful one as you have a constant reminder as well as somewhere to explore ideas.

Importantly, if you do have to go to HR or stand-up for yourself you will have clear records! Also, don’t always trust that corporate servers or emails will always be available or not tampered with. Keep your own content.

2. Hold regular meetings

Ensure that you make time for regular meetings with your boss. This is especially useful for the over-promoted or the invisible boss to allow you to ‘manage upwards’. Take charge where you can to set your objectives and use these meetings to set clear objectives and document the status of your work.

3. Stand your ground, but be ready to jump…

Remember that you don’t have to put up with poor management. If you have issues you should face them with your boss, maybe they do not know that they are coming across in a bad way.

However, be ready to recognise if the situation is not going to change. If that is the case, keep your head down and get working on polishing your CV! If it isn’t working, there will be something better out there for you!

Good luck!

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