Admit it: We all dread the annual performance review. Whether you’re the reviewer or the reviewee, the process typically feels as personal and inspiring as a mandatory ten-point car inspection.
Starts on time? Check.
Performs reliably? Check.
Battery sufficiently charged? Check.
It doesn’t have to be like this. We encourage leaders, managers, and supervisors to ditch the “checklist” approach to performance reviews. Instead, think of every review as a conversation—a rich, thoughtful, two-way exchange of speaking, listening, inquiring, discussing, and considering.
Here are two tips for turning the dry, dull, and anxiety-provoking review session into an opportunity to connect, clarify, and communicate, while also encouraging employees to work hard every single day.
#1: Give concrete, specific, feedback—and then listen carefully.
If you’ve read it here once, you’ve read it a million times: Feedback is a game-changer when it comes to motivating and engaging employees. Your job is to provide feedback that’s based on real-world examples, is directly tied to the behavior you want to see in others, and invites further discussion. Consider these two examples:
Reviewer: “I noticed you double-checking the orders last night, which makes me feel like you really care about keeping our customers happy. What are your thoughts?”
Reviewee: “Thank you! Checking orders feels like an easy way for me to help the business build a great reputation.”
Reviewer: “I noticed you’ve only been giving one-word answers during meetings lately, which makes me feel like you’re frustrated. What are your thoughts?”
Reviewee: “To be honest, I don’t like the new approach to X, and here’s why …”
(Discover why “I noticed” is a powerful phrase to use during review sessions and learn why giving zero feedback puts your entire business at risk.)
#2: Ask these TWO key questions.
At the end of the performance review, first ask, “How would you summarize what we talked about during this conversation?” Then ask, “What do you understand are the expectations in the coming year?” Both answers will reveal if you’ve communicated clearly about the employees’ workplace behavior, responsibilities, and individual contributions to company goals. If the answers reveal there’s a misalignment between your intentions and the actual impact, you can clarify and course-correct on the spot.
(Read this blog to learn why and how to align your “intent and impact.”)
By the way, we encourage leaders to ask these two questions to wrap up a performance review. If you’re concerned that puts too much pressure on an employee, you let them know at the beginning of the conversation that you’ll be asking these questions at the end. Or, explain that you want to discuss their answers during next week’s 1:1.
If you use these tips during the end-of-year performance reviews, we think there will be a lot less dread or anxiety for everyone involved. Hopefully, you and your employees will leave each review feeling motivated, valued, and respected—and truly heard.
Our Ignite to Transform leadership development program teaches your top people how to transform the workplace by giving meaningful, effective feedback. Email Erin to learn more.