Performance Management Reviews Don’t Have to Suck: Here’s What You Can do as a Leader - Part 2
I’ve coached hundreds of individuals and leaders in the corporate space, and spent a decade navigating the space myself, and I can say, on pretty darn good authority, that no one enjoys the performance management review process.
In part one of this two-part blog series, I addressed two common pain points associated with performance management reviews.
Pain Point #1: Figuring Out What To Write
Pain Point #2: Telling a Team Member They’re Not Ready for that Promotion
As I started to address pain point #3, “The Meeting Doesn’t Result in Productive Conversations or Action Plans,” I realized that there were enough components to this painpoint, that it deserved it’s own article.
So, in this article, I’m going to address how to set your team up for success, and how to drive meaningful and productive conversations during the year-end performance review process.
Pain Point #3: The Meeting Doesn’t Result in Productive Conversations or Action Plans
Candidly speaking, this is actually the second biggest complaint I receive from my clients. And, while each client has their own reason about why performance management reviews are a waste of time, I’ve found that these reasons typically boil down into the following:
Old data is being reviewed. Love it or hate it, reviews are often entered into the formal HR system 1-2 months prior to the conversation, which means, by the time you schedule the meeting, they employee may have already addressed some of the items you had listed.
Your employee hasn’t had time to appropriately digest the information you’re reviewing.
You’re checking an HR box, using the time to substantiate/explain the employee’s ratings, rather than using the conversation to drive forward action.
The entire process is explained as “the hunger games” and the mindset that both leaders and employees to the meeting is completely unproductive or helpful.
The Strategy: Set The Stage for a Meaningful Conversation
I know this sounds straightforward, but the truth is that with tight deadlines and the “check all of the boxes” mentality that comes with meeting those HR deadlines, we often forget that these conversations can go beyond the basic “here’s how we rated you and why…” conversation.
In part one of this series, I reviewed two quick strategies that can help you set the stage for a more meaningful conversation. Rather than regurgitating the details, here’s a quick summary of these two strategies:
Provide a Copy of the Review 24-48 Hours in Advance: By providing the report in advance, you’re allowing your team members to digest the information in a safe space, which also grants them permission to work through any initial emotions that may arise. Ask them to come to the first meeting with questions, concerns and encourage an open dialogue about their initial response.
Schedule Two Review Meetings: This two-meeting approach has been a game-changer for my clients. The first meeting is used to discuss the written review, and allow your employees to ask questions or express concerns. The second meeting is where you and your employee can have a much more grounded and open conversation about their goals, areas of interest, specific plan of action for improvement or for their path to promotion. To help you maximize these two conversations, please see the thought provoking questions I provide below under tip #3.
Now, onto three tips that will help you make the most out of the performance management process, and to have meaningful conversations with your employees.
Tip #1: Be Patient
If your organization is like most, there is a high likelihood that you started preparing the year-end performance review months before the actual conversation. (See the bullet above about reviewing old data.) You’ve also very likely re-visited and discussed your employee’s evaluation multiple times during the calibration process.
All of this to say, the information in the report is “old news,” to you, while it’s very very fresh and “new news” to your employees. This underscores the importance of providing reports to your employees in advance. They need time to read and digest the information for the first time.
It also underscores the importance of patience. Yes, it can be exhausting to have “yet another conversation about the same thing,” but this final conversation–the one with your employee–is the most important. Everyone will digest information differently and at different speeds. Please practice patience and create a safe space for them to process and digest the information that is in front of them. Then, using a coaching leadership style, empower your employees to take control of their growth and future development using the following two tips.
Tip #2: Treat High Performers and Low Performers Equally
Understandably so, my client’s are always more excited to have conversations with their high-performers and stress over how to approach conversations with their middle or under-performers. Candidly speaking, you should approach all conversations with a similar approach and energy. While your conversations with high and low performers will differ significantly, ensure that your preparation and consideration are equal for all team members.
One of my most common recommendations to help with this, is to provide everyone on your team with a competency matrix for their position, and for their next desired role.
By providing all employees with a clear competency matrix that outlines the expectations for their current role and what it will take to advance to the next level, you’re putting the power of remediation and growth into their hands.
Additionally, by providing all employees with the same thought-provoking open ended questions, you’ll be able to drive meaningful and productive conversations across the board.
Tip #3: Provide Your Team With Thought-Provoking Questions
To maximize performance review meetings with your team, go beyond the usual structured corporate review questions and provide your team with thought-provoking inquiries that stimulate meaningful discussions. These questions can delve into personal goals, areas of interest, and potential opportunities for improvement. Emphasize the importance of lifelong learning and development.
Bonus Tip #1: Email them these questions in advance, and encourage them to refer to the competency matrices while reflecting on their responses. This approach helps them transition from a tactical and reactive mindset to a more strategic and proactive mindset, which is crucial for their continued growth.
Bonus Tip #2: When asking your team to reflect on the following questions, encourage them to provide specific examples to support their responses. Prompt them to consider the broader significance of their contributions beyond daily tasks, asking them to consider how their work has positively impacted or supported the departmental and organizational goals. This encourages a deeper understanding of their role in the organization's success.
Thought Provoking Questions for Meeting #1: As a reminder, this is the meeting where you’re reviewing the initial report. The goal here is to provide questions that will turn the initial review into a meaningful two-way dialogue. This approach will help your employees feel in control of their own performance and growth opportunities, and thus, be more receptive to the feedback you have to provide.
What were your biggest wins this past year?
Where do you feel like you grew the most?
What else went well?
What could have gone better?
What are some areas that you feel as if you’re still struggling, need more support, or have an opportunity for growth?
What else would you like me to know about this past year?
Thought Provoking Questions for Meeting #2: As a reminder, this is the meeting where you and your employee can have a much more grounded and open conversation about their goals, areas of interest, specific plan of action for improvement or for their path to promotion. These questions will help you discover what truly motivates your employees, and will help you assess which upcoming projects or opportunities align with their growth goals.
Empowering questions to ask all employees to help them develop forward looking goals:
What are your current professional goals or aspirations?
What motivates, excites or most interests you the most about the work you do?
What would you be most interested in learning more about this next year?
How do you define success? What milestones or achievements would help you feel successful?
What are three specific strengths or skills you’d like to develop this upcoming year, and why?
What is one goal you’d like to set for yourself that would help you leverage your current strengths?
What is one goal that you’d like to set for yourself that would require you to stretch your limits and step beyond your comfort zone?
What is one goal that you’d like to set for yourself that would result in you learning or experiencing something new and interesting? (Note: This doesn’t have to be work related or related to the team.)
What additional support would you like over the upcoming year?
What additional opportunities would you like to be exposed to over the upcoming year?
Tip #4: Embrace the Human Side of Leadership
In your written review, and during the subsequent meetings, focus on the human behind the work. It’s so easy to boil everything down to specific deliverables and tactical results, but if you truly want to drive a meaningful conversation with your team members, remember that they are humans, with emotions. Encourage two-way conversations that will cultivate deeper levels of trust and encourage growth because you’re giving your team members the autonomy to think more strategically about their career, growth, and impact on the organization.
Final Thoughts
Performance Management Reviews are a necessary evil in the corporate world, but they don’t have to suck. By taking the time to facilitate meaningful conversations, provide the right tools, and encourage ongoing growth, you can create an environment where your team members feel empowered and motivated to achieve their highest potential. It’s through embracing the human side of leadership that we can re-write the script, and make the annual review process meaningful again!
If you’re looking for more resources to help you embrace the human side of leadership, please check out my other blog articles and free resources I have provided on my website. If you’re interested in pursuing 1:1 leadership coaching which can help you make the mindset and behavioral shifts necessary to become a more impactful leader, be sure to book a discovery call with me here.
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