Performance reviews don’t have to be nerve wracking if you focus on these 3 things!

It’s that time of the year again! Ugh, the annual performance review! As much as we may dread conducting them, we can’t avoid them. And for the majority of us, the final rating determines whether a bonus will be awarded or not, which makes the process all the more tense.

But does the process have to be stressful? I don't think so, and here's why..

The annual performance review is not supposed to be a battleground where a manager and subordinate face off to prove how they arrived at a rating on the same objective! How can it be that way when we spend so must time together on a daily basis, working together towards the same goal?

I invite you to consider the review as a time for you as a team leader and your team member to conclusively discuss, share perspectives and reach consensus on:

• What was done well;

• What was not done well; and

• A way forward in terms of what needs to be done differently next year.

If anything performance reviews should be done periodically, from the time goals are set right through to the annual review. So nothing should come as a surprise to either of you. Now if this is not the case for you, make it one of your must-dos next year. Have periodic one-on-one performance reviews with your team members and make sure you document them in the prescribed format of your organisation. If there isn’t one, create one in consultation with your HR team.

Now here are three things to reflect and focus on as you conduct your reviews:

1. How you show up;

2. Your approach;

3. Three gifts for your team member to walk away with.

HOW YOU SHOW UP

First of all, be authentic! Be yourself. This will help calm your nerves and create an atmosphere that will encourage your team member to be receptive and be open with you. If you are nervous, share it. Let them know that it may not be an easy conversation to have but that you’ll do your best to make it constructive and helpful.

Have empathy – put yourself in your team member’s shoes. Remember that they are probably as nervous as you are so be mindful of your demeanour, tone of voice, body language and even facial expressions. For example if you appear intimidating or distracted that will affect how your message is received, even if it is positive.

YOUR APPROACH

Please don’t wing it! Set aside enough time (including some buffer time before and after) for the review. Go through all the documentation on reviews carried out throughout the year, then pick out the main points to form the basis for feedback.

Start by acknowledging efforts and results. Be sincere when addressing areas where there is room for improvement for both poor and above average performers. As you do this, listen with the aim of getting to the root of challenges. Be curious, don’t assume you know what is causing poor performance, for example your team member may have been dealing with difficulties at home or has a hard time working with others. So ask a lot of questions and avoid overusing ‘why’ questions as they tend to put us in defence mode. Aim to understand and support them to identify opportunities for self-improvement and growth.

Be objective. Now this is easy to say, but we really do need to make a conscious effort to put it into practice. How can we do this? By putting our personal opinions and judgements aside! If your team member is alleged to be going out with your friend’s spouse for example, that does not relate to their performance, so shoo it away immediately it comes to mind!

THREE GIFTS

As you close the review discussion bear in mind that your team member needs to leave with an overall sense of achievement and purpose, not relief! Give them something positive to focus on that will motivate them to do better next year.

We all love receiving gifts right? So gift them with these three things:

Encouragement – remind them of your role as a supporter and prompter of their growth.

Motivation – encourage growth and not perfection. Remind them that they will make mistakes but what matters is being open and accountable, so that they can learn from them.

Hope – ask them to come up with their own ideas on how they’ll improve and grow, and to identify supportive resources and opportunities such as an attachment to a project team, soft skills training, or mentoring. Guide them by pointing out criteria such as feasibility, affordability and practicality.

Think of a time when your performance was being reviewed and you left feeling worse than when you went in. Use that experience to also inform how you show up, your approach, and what you would like your team member to walk away with.

My help is just a click away if you need it!

Stay blessed!