The Anti-Performance Review

Just thinking about bi-annual or annual performance reviews brings up feelings of anxiety.

Why is that?

• It could be fear of the unknown.

• It could result in being laid off.

• It could be hearing only what you’re doing wrong.

These are all valid concerns.

Often the stigma of performance reviews alone is reason enough to consider alternatives.

Now I’m not saying they are useless or you shouldn’t do them, but there is a lot you can do to change the perception of them for your company.

In fact, now I’m going to give you the simple answer:

Coaching.

I’m talking 1:1 led conversations weekly (or bi-monthly at the least) facilitated by managers.

Let me show you how it solves the three problems listed above.

1. Everyone hates surprises (unless it’s a birthday party, yet some people hate those too).

With coaching there should never be surprises in the form of issues you’re unaware of.

During weekly or bi-monthly conversations any areas of improvement are brought to the table, a plan of action is suggested and results are held accountable for.

So when you do have the performance review it’s just an update on what you already know is happening.

2. Fear of being let go, demoted or put on a PIP are legitimate concerns.

Once again coaching is key here.

Layoffs can be a reality, but be transparent about your company’s financial situation.

• PIP’s should only be used as a last resort because the person in one feels they are a step away from being fired.

• Performance concerns should be addressed immediately.

• Letting people know where they stand against standards/expectations is giving them every opportunity to turn it around.

Honesty is the best policy.

3. Feedback is essential, but how you deliver it matters.

The next time you give feedback as a manager, think about how you want it to be received.

Once the feedback is given, what do you want them to do about it?

Start with the end (changed behavior) in mind.

I’ve heard of the sandwich method before and it’s 🗑.

People aren’t stupid. You can’t clump in a compliment between criticism and think you can pull a fast one of them.

Instead, tell people where they can improve and give them the resources to fix it.

In a coaching partnership feedback is part of the conversation, but it should be supported by the connection.

So there you have it folks.

Whether you are administering one or on the receiving end of a performance review, coaching is a proactive tool that gets better results.

Yes, some managers need to learn how to coach people and for that you can reply to this email and I’ll put together a plan for you.

God Bless,

Scott

P.S. Most of the leaders I coach have the following soft skills to improve on their “wish list”👇