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Performance Reviews Make it Focused, Fun, Rewarding and Drive Business Results Really?!?

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Presentation on theme: "Performance Reviews Make it Focused, Fun, Rewarding and Drive Business Results Really?!?"— Presentation transcript:

1 Performance Reviews Make it Focused, Fun, Rewarding and Drive Business Results Really?!?

2 Purpose: To understand where performance reviews fall short. To make employers, managers, employees ask questions during the review to : Define what needs to be done, “Buy in” to what needs to be done and Motivate themselves to get it done

3 Define what needs to get done If you are a manager, employee: Which company objectives will really help me get ahead and what ones are “just for show”? How are decisions made in the company and who makes them? Where do I want to go in the company and how will I get there? Visibility – “How do I want to be perceived? How do I want individuals to perceive my relationship with them?”

4 Define what needs to get done Set Groundwork Assessment Current Program - Program Rationale Are managers and employees really participating in the process? Current Approach to rating employees – helping or hurting our efforts to motivate and retain our talent? Do our incentive plans have unintended consequences? What behaviors are we driving? How good are managers and employees in setting goals, using objectives to achieve goals and giving updates, feedback?

5 Discuss What Has to Be Done or Should Have Been Done Ask questions for results In every conversation - Preparation is ESSENTIAL 1 – Purpose What do I want to gain or get or have as a result of my questions or conversation? Who is the other person I am talking with? What does the other person want, need – what would be “in it for them”? How can I phrase the question to everyone’s advantage?

6 Discuss What Has to Be Done or Should Have Been Done 2 – Delivery – how will I ask the question? Question Styles – that will “blow up” in your face “Why?” Self-evident – “Don’t you know this is bad for you – then why did you do it?” Accusatory Leading to Defensiveness --- “How could you do this; How many times have I told you, how will you shape up” Manipulative - “Wouldn’t you rather do this; Are you going out; Wouldn’t it make sense to do……. Asking too many questions or routinely answering a question with a question

7 Types of people and how to ask the question (form Smart Questions - The Essential Strategy for Successful Managers” – Dorothy Leeds Commander Confident, Direct, Loves a Challenge, Take Charge and Act Could be aggressive, self-motivated, goal oriented and fast moving Seek the upper hand and position themselves to keep the upper hand Conscious of every minute – keep working, could work on many things at once Tend to be impatient – not like answering questions – not want to talk but take action Keep on pushing until you confront them directly Asking Questions Direct, brief and to the point Don’t limit them with “Do it this way or else” Tell them what result you want and ask “How will you do it? Do you need help or back-up? How will you update me on results? If your manager is a Commander Get your info/questions together and act confident You may need to prove yourself first Avoid “feeling” questions Ask direct questions and get to the point --- “Where do I need to end? When do you want this? What is the purpose of.....? What do we need to achieve? Where can I go to get an answer to …….?”

8 Convincer Are Persuasive, Social, Emotional, Enthusiastic, Want to be and talk with People, Want to be liked; could fear rejection Very Optimistic Could get distracted and not plan as well as they should; might be disorganized At the extreme, they may hold onto an idea even if it doesn’t work Get best results by making them feel special; being receptive to their ideas Asking Questions That’s a good point, how will you use this to ………? How can the team help you? Before we meet (or before we go ahead) can you give me an agenda, timetable, deadline, etc……? Be persistent --- keep coming back --- you can acknowledge what is right, good, etc. but also tie it with what’s not working right. Formulate your question to get them to think about what needs to be better, change. Might want to avoid “but” – takes optimism away. “I understand that makes sense from your end, how can we make others successful, how can we achieve this goal, etc.? If your manager is a Convincer Use the same approach --- That’s a great thing we can do for our clients, how can we address ……..? We’ve got only 5 minutes – what’s the 3 key things we need to do right now?

9 Carer Work more harmoniously with people; might be more deliberate, careful, slower, more thoughtful Value relationships – loyalty once gained could be retained longer than others Seek family – work balance and that can cause inner conflict Thrive more on cooperation more than competition; work better in atmosphere of harmony May want to think about details; keep “eye” on possible overload from too many things in too many directions – help them to see what stays the same or break up the changes into more detailed, smaller “steps” Might avoid delegation because they feel they would overload others Watch out – if you take them for granted for too long – they will just leave Asking Questions Be less direct, show general concern – emphasize cooperation and support “How can you make it work for the company, the team and you?” “How can we build a better team?” “How do you feel (this particular action) would affect your team member (or co-workers)?” You need to listen to them as they can perceive you as artificial, too intimidating, too quick to move If your manager is a Carer Getting yourself promoted above others – may be challenging -- so you need to show how you have helped the team and help the “Carer” promote you. Enlisting other managers who support your promotion could also help.

10 Calculator Detail-oriented, perfectionists, analytical Achieve goals through planning; are compliant, precise, correct, organized, meticulous Maybe silent and take some time to “open up” Not like surprises – likes to be prepared Sensitive to criticism of their work - like to be right Task-oriented; less personal May need to work for their respect – being accurate, detailed, accountable Asking Questions Precise, task-oriented – give clear, accurate instructions Focus on the issue – not the person - “Why” would be a mistake “How can we reach this goal within this time frame?” “This is a hard and fast deadline, what information is needed, how would you proceed?” Constructive criticism needs to be prepared for proper delivery – make observations, collect data, explain was to have happened and ask for how to proceed to get it right – “the project was to be completed (list manner agreed to) and within (time frame agreed to), the (data, write-up or report) shows (what happened) – how do we (meet the new deadline, correct the progress, make it better)? Prepare well and follow-up – looking for planned options and logical – with appropriate follow-up If your manager is a Calculator Give complete, thought-out information – for each conversation, for each question

11 Creator New ideas -- Innovator Make not be sociable, may look or be distracted, work in spurts, not follow rigid plan or work in rigid environment well. Need to be kept to deadlines often Outward disorganization may occur Usually work alone and as supervisor – may leave people to work alone May not be good listeners – could be defensive even though they are blunt Asking Questions Avoid “feeling” questions – refer to the creative process – not necessarily people They may “agree” – just to get rid of you Probably need to work with them to break projects into smaller tasks with deadlines so that you can keep them challenged and focused “We are working toward (result) and we have not (found, addressed, etc.) (thing) – what are you developing to achieve this? What needs to be in place for implementing your ideas? If your manager is a Creator Need to find a time when they are between creative processes and especially after a success one. Might be challenging to “pin them” down

12 “Buy in” to what needs to be done 3 – The response The questions have been tailored to the person you are talking to and the issues or work you want done or should have been done. Now it is time for the response from the employee or manager. Are you a good listener? Do you hear the speaker’s feelings as well as the words? Do you listen without interrupting? Can you summarize and reflect back what the speaker is saying? Do you avoid “jumping to conclusions”? Do you honestly ask for and welcome the speaker’s comments, opinions and “take” on the situation? Or are you just waiting for your time to speak or thinking about something else?

13 Motivate themselves to get it done Dorothy Leeds has excellent “Golden Rules of Motivation” (From Smart Questions – The Essential Strategies for Successful Managers”) Do your People Know Your Plans? Do You Give Feedback? Do You Build on Strengths? Do You Give Constructive Praise? Do You Give Rewards? Do You Listen and Learn? Do You Set An Example?

14 Motivate themselves to get it done 4 – Evaluate Think on what you have heard and how do you respond? Next time – ask yourself some questions: In what areas does the speaker’s comments and opinions have merit? If I were in this person’s “shoes” – does it make sense about the reactions, work, ideas, etc.? What’s the best way to handle the situation – considering the person involved? How might I change my approach to get the most out of each person? How should I apply pressure? When or how should I have the speaker apply pressure on themselves? How would I like the situation to turn out? 5 – Follow-up

15 Situation for Discussion Laura, your employee, has been with you for over 5 years. Last year, you instituted a new performance review process. As the business owner, you wanted Laura to be more anticipative and not waiting for direction from you. You are really busy and have so much work, that when Laura asks you a question on what to do next, you’re very frustrated and angry. For the last 3 quarterly performance reviews, objectives are not being met. In fact, areas for improvement continue to be the same things and adding more. Laura is a quiet person, doesn’t contribute in meetings and when you ask her a question, there is silence. You don’t know much about her because she volunteers little. You want to talk with her about the performance reviews and how she can make improvement and achieve her goals. You want a different approach. What are the steps you will take to prepare for this conversation? What are things you will evaluate, examine as part of this preparation? How will you prepare Laura for this conversation?

16 Situation for Discussion Your employee John always seems to deflect criticism away from him and onto others. Almost every conversation, he is interjecting while you are talking and challenging your points and information. He seems to have little patience in listening to what you are saying. It seems that he is just saying “yes” because you are the manager. You want John to be a better member of the team. He is intelligent and hard-working. He is excellent in areas where he has passion and interest. He can move on things without consulting or involving others. So even though his idea and work had merit, it doesn’t work as well because others are not contributing and helping in getting it done right. What are type of person are you – Carer, Convincer, Calculator, Creator or Commander? What type of person is John – Carer, Convincer, Calculator, Creator or Commander? What changes do you need to make in your questions and approach to motivate John to be a better member of the team?

17 Situation for Discussion You want to advance your career, but you seem to be stalled in the same position and unable to get a promotion. It seems that your manager is unwilling to help you and you are not sure how to approach her. Your manager is very “bottom line” and does not engage in much conversation. When talking, it is all about business. You’ve seen other people have trouble convincing her of their ideas. Your manager seems to “poke holes” in all the ideas and arguments. Your recent performance review contains some assessments that you feel are incorrect. There is no mention of how to work on your career. How would you prepare for a meeting with your manager to address the issues in the performance assessment and to ask for help in moving your career forward? How should you style your questions so that you can get information and positive action from the manager?

18 Thank you! Mary Dunlap Consulting “The Right People for Your Team”

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