It is the time of year when many leaders prepare for their team’s year of end performance reviews. A performance review can take time and effort for the leader as they are a series of 1:1’s. These can be made more efficient and useful with a few simple preparation tips. In this blog we will explore ways to prepare as the leader for these vital conversations, and some of the key attributes to consider.
Introduction
We know that one of the key things employees seek is genuine feedback, and yet it is one of the things most of us don’t like providing. The idea of giving strengths based feedback is easier for most of us rather than leaning in to the areas of stretch and yet we know it is a vital component of any performance review.
Before the meeting
Consider your balanced perspective on the person and collate examples of:
What specifically has been achieved? This is your concrete examples of the work achieved and the deliverables that have been carried out.
How have they gone about achieving this? Consider the approach the person has taken, the behaviours they have demonstrated. For example:
- How have they influenced others?
- How did they demonstrate proactivity?
- What resilience was shown in the face of setbacks?
- How did they engage others?
- In what ways did they develop others?
- How did they listen to the needs of stakeholders?
- In what ways did they live in congruence with the company values and competencies?
The outcome? This is about understanding the impact and outcome created from the work they have delivered. Is this in line with expectations?
During the meeting
This is a chance to self-reflect before the meeting about how your presence will be.
Your presence
Bringing your full presence to the performance review will be shown through your ability to listen and focus throughout. The obvious examples are not checking your phone, turning off notifications and turning up on time, shows the person your are fully present. However, there are other signs that someone is fully present, these include being able to summarise what the person has said, connecting with them beyond the review as a human being not a work machine. Consider what strategies you need to deploy so that your presence in the 1:1’s is at its highest.
Place
Whether this is in person or online, you can still pay attention to the place and the environment to ensure it is comfortable. Consider where you hold the session and ensure that is private and quiet as well.
Partnership and curiosity
A great 1:1 is about a partnership between two people, with equal share of voice and a mindset of curiosity. Consider how you can actively listen to the other person’s perspective by using silence and asking questions to clarify rather than only talking or only listening – it’s about balance.
A structure
Any good meeting has a structure to it – I like to think of it as:
1. Contracting
This part is about agreeing what we are going to do in the meeting. This can be achieved by asking each other “What do we want from this meeting?” and defining “How are we going to do that in the meeting?” so that not only do we agree a purpose, we also agree the format.
2. Information sharing and feedback
In the middle part of the conversation, there is information gathering, fact finding and a shared curiosity about the other person’s performance and development. There is also specific feedback including strengths and stretch. In addition, the line manager can ask for feedback about themselves and their style – for example “What do you appreciate about my style?”, “What would you like me to do differently?”. The key here is to really listen and to act upon it, not defend.
3. Insights and next steps
At the end it is good practise to ask the person what they are taking from the session. Understand “What’s the key learning or insight?”, “what do they see as next steps?”, and “What’s the next touchpoint to talk again?”. Remember with introverted thinkers they may have most of their insights after the meeting not during, so scheduling a follow up conversation could be very valuable.
Top attributes of the line manager holding a performance review include:
- Being a good active listener.
- Being curious.
- Has their facts to hand.
- Is open to other perspectives.
- Genuine positive regard.
- Structures the time effectively.
- Is prepared to follow up (one meeting may not be enough).
- Makes it human.
- Asks for feedback about themselves.
- Is willing to be clear and direct about the feedback – does not shy away from giving feedback that could make a significant difference to the person and their performance.
In summary
As you start to prepare for your team’s end of year reviews, reflect on your presence for each 1:1. I encourage you to take some time to look at the top attributes, are there opportunities to dial up some of these? I’d love to hear how you get on and how you find the end of year reviews. If you would like support with building your leadership style do get in touch.