Managers often struggle to get good results from their performance reviews, and sometimes actively avoid them.
Taking a pragmatic approach to these conversations can result in greater productivity and more enjoyment all round.
Here’s a tip from our workshops that many managers have found helpful.
1# top tip: Start by acknowledging what people want
That’s the simple secret that unlocks motivation and leads to useful change. If the manager discovers what their colleague wants, they can incorporate that desire into the development conversation. Instead of dampening aspirations, the manager includes with the stated ambition to ensure that they are working towards realistic outcomes. For example, if someone tells you during their performance evaluation that they want to be a managing director, don’t laugh at them because they’re a mere accounts assistant. Ask them which areas they’d need to improve in if they are to stand a good chance of reaching MD level.
They might respond, “Well, I’d need to improve my understanding of financial reports”. To which you can say, “Very good. Go and work at that”. Or “Great, tell me what’s a good next step to starting this?”
This way you’ll both have gained something from the conversation. They’ll feel as if it may be possible for them to be an MD, and you’ll benefit from the resulting improvement in their work standards. Plus they are now taking accountability for their next steps in development.
A solution-focused conversation can create small changes which go on to create systemic revolutions.