wallydownundy

We set an attainable goal - provide each employee an end of year performance review that captures the highs and lows of 2006.  Of course feedback needs to be 24-7 and if a mistake is made the feedback needs to be instantaneous.  (Can you recall your biggest mistake of three months back, let alone February this year?)  And likewise we need to hear about how well we’re doing when we’re doing it well.  Got it?

But here we go.  Each member of the leadership team is hosting formal discussions with their direct reports.  I’ve suggested they approach the meetings with the intent of having a solid, open discussion.  There needs to be a cycle of focusing on strengths, reviewing areas for improvement, then ending on strengths.  Reviews are not a time to drill down into poor performance only - there should be a discussion of what works, what needs to be refined and what’s holding the person back.

Ever have a sweaty palm heading into a review?  Look at it from the employer’s perspective - they want to get the best possible work out of you.  This should be a win-win for all involved.  And if it’s not - and many times employees and employers fail to redress the really critical issues - then head back into the review room and re-start the conversation.