Performance reviews may go one of two ways in the workplace. They may serve their purpose through open, clear, concise, neutral and considerate communication where they encourage, motivate and demonstrate through supportive measurement, brainstorming and collaboration ideas to progress and improve, reflect and amend; or
They may be utilised as a sudden utilisation of all things expected, that had not been performed, achieved, measured, tutored and supported enroute to the known performance review date.
The choice reflects the person holding the review.
Let us not forget however, there are two people (hopefully three for legal reasons) in this ‘interview’. The third to ensure the review was neutral and not obtrusive, the second being the person in not ‘under’ review. This second person also has the opportunity to speak openly, to stop any unnecessary influence or inferior communication and consideration.
Whether they do or don’t reflects their own motivations, fears, engagement, self value and desires.
Bottomline, when a performance review amounts to considering the other from both perspectives, then growth may occur. When not, then it is an autocratical speech which hinders one persons ability, assumes to reinforce the other persons position and is detrimental to the business’ objectives: growth, succession, productivity, profit.
Or as I call it; the 7x C’s
Consideration, Communication, Compassion, Cooperation, Connection, Commitment, Consistency.
Where one fails, they all fail as does the desired outcome.
Look at it any way you choose, the result is the same.
Avril Henry is an internationally-acclaimed keynote speaker and provocateur who is passionate about transforming leadership models, building diversity capabilities and reforming outdated workplace practices.
She recently presented at a Kerwin Rae event discussing the notion of performance reviews.
Her awareness, constructive objectivity and consideration for others including a single focus on a business achieving positive results, was right on the mark.
She discussed how as highlighted above, the stereotypical PR held across the majority of organisations impacts us all by producing either limited or ill-intentioned discussions. As a result employee’s feel held back, devalued or experience political positioning under the guise “just standard practice”.
Avril Henry states:
“Performance reviews demonstrate one moment in a year when an organisation placed the employee in. Bell curve of neither doing a good nor a bad job so we may “think about it”
She notes successful, engaged, motivated and replacement planned organisations focus on weekly feedback, not reviews.
All members are included, all participate.
Feedback is taught not assumed, barriers are broken by consideration and communication, by mentoring, training and confirmation of capability.
She confirms that all employees retain ability, the difference lies in their motivation which is reflective of how valued they feel, what opportunities lie ahead, what benchmarks and accountability is in place and an approximate timeline so they may measure their own abilities and confer during such meetings.
An engaged member receives feedback far better than a disengaged member.
The greatest danger in any organisation and the reason for high turnover lies in the fact that organisations do not want to tell people when they’re doing a bad job because we don’t want to upset them. Typically management level.
The flip side states that the Australian ‘tall poppy syndrome’ says don’t tell an employee they’re good at their job because they might get a big head and be happier at work. Work afterall is not a place you go to have fun.....
Avril defines the very real difference between Performance Reviews and Feedback as a reflection of inclusion and attitude.
Thank God !!!
Where do you experience this in your business.
If you would like assistance, I would be glad to provide
When We shut off ; We close ourselves off more than the person we are engaged with.
How would you like your performance reviews to be ?
What would that give you - what would it provide your team to initiate this change ?
A quick conversation offers nothing to lose, ‘everything’ to gain:
If it matters to You : it matters to Me
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