Are you Walking Your Talk on Performance Reviews?
Too many managers see performance reviews as something they “do” to employees and not something that have “done” to them. The hardest people to tie to a chair to discuss their performance are usually the CEO and Executive team – and yet their performance arguably has the greatest effect on the business.
Employees watch how their managers behave. If they say one thing and do another, then employees base their attitude on what was done and not what was said. If you want performance reviews to work within your organisation, then you need to make sure that every manager takes full and enthusiastic part in the process.
A manager’s attitude and approach to performance appraisal can overcome almost any flaws you may have in your performance review system. However, if their approach is negative, you can expect any tiny flaws to be magnified a thousand fold.
You also want your managers to model how to deal with feedback, both good and bad. If your manager gets negative feedback and then promptly leaps into blame mode, looking for the whistleblowers to “weed out the troublemakers”, then expect a culture of blame to build in your business.
Your managers need to be taught how to build a culture of learning, welcoming feedback and correction, reflection and growth. If they can learn to adopt this approach, then you can expect a culture of growth, innovation, and performance to build in your business. Which would you prefer?
Until next time
Ingrid Cliff
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