Annual performance reviews are the equivalent of taking a shower once a year. It stinks. You cannot remove all the nasty effects of not washing for a whole year -- in one fell swoop. After the shower you're thinking about the next one.
Annual performance reviews are simply put -- stupid. Meaning lacking in IQ and Emotional Intelligence.
Anyone with a higher level of IQ would realize that sitting down and talking about events that are mostly forgotten, irrelevant and unlikely to result in significant improvements in competence or motivation is a waste of time and money.
Someone with a developed sense of Emotional Intelligence would:
(a) be aware that s/he is doing a stupid, ineffective thing;
(b) s/he should self-manage to give employees feedback on a regular, daily basis
(c) recognize that everyone hates and is avoiding the inevitable annual root canal;
(d) understand that a once a year conversation is no way to develop empathy for others;
(e) s/he has betrayed her/his key leadership ethics.
But the annual stupid conversation seems to be the norm, so here are 3 tips to help manage the mess.
1. Over the year, record: (i) What I've done well; (ii) What I need to improve on (the top three); (iii) What I need from my boss or direct report within the next 90 days. Be ready to talk about these with your boss or direct report so s/he knows what you are proud of.
2. Identify areas your want to work on in yours, or your direct reports professional development plan. Bring a list of suggestions, courses, etc. Demonstrate your willingness to improve. Be prepared to confront your direct report about needed development areas.
3. At the end of the conversation summarize actions that need to be done, and by when.
Then set up a system for giving and receiving feedback on a regular daily, weekly, monthly basis. Stop the stupidity. Put your Emotional Intelligence to work.
Annual performance reviews are simply put -- stupid. Meaning lacking in IQ and Emotional Intelligence.
Anyone with a higher level of IQ would realize that sitting down and talking about events that are mostly forgotten, irrelevant and unlikely to result in significant improvements in competence or motivation is a waste of time and money.
Someone with a developed sense of Emotional Intelligence would:
(a) be aware that s/he is doing a stupid, ineffective thing;
(b) s/he should self-manage to give employees feedback on a regular, daily basis
(c) recognize that everyone hates and is avoiding the inevitable annual root canal;
(d) understand that a once a year conversation is no way to develop empathy for others;
(e) s/he has betrayed her/his key leadership ethics.
But the annual stupid conversation seems to be the norm, so here are 3 tips to help manage the mess.
1. Over the year, record: (i) What I've done well; (ii) What I need to improve on (the top three); (iii) What I need from my boss or direct report within the next 90 days. Be ready to talk about these with your boss or direct report so s/he knows what you are proud of.
2. Identify areas your want to work on in yours, or your direct reports professional development plan. Bring a list of suggestions, courses, etc. Demonstrate your willingness to improve. Be prepared to confront your direct report about needed development areas.
3. At the end of the conversation summarize actions that need to be done, and by when.
Then set up a system for giving and receiving feedback on a regular daily, weekly, monthly basis. Stop the stupidity. Put your Emotional Intelligence to work.
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