[I’ve got a good habit from my years studying at McGill university, which is reading at least one Harvard Business Reviews per week. Last week, I came across The Set-up-To-Fail Syndrome and as this time of the year is mid-year performance review time, I gave it some thoughts to have a better conversation with my direct reports. Moreover, during last 2 weeks I had a chance to coach some middle managers who were about forming and conducting performance review conversations with their own reports. I made some observations on common challenges and came up with the following guiding principles for more meaningful, purposeful and of course successful performance review processes while using GROW model.]
Principle #1 – What Gets Measured Gets Done I have learned this principle from Managing for Happiness – Management 3.0 framework which basically brings our attention to the fact that what we are appreciating and promoting in the performance evaluation process will be led to individuals’ behaviours and ultimately the culture of the organization. Then always ask yourself if what you are rewarding is what behaviour you would like to observe more in the organization and it is aligned with organizational mission, vision and values?
Principle #2 – Performance Review Is Not a Dictation But a Co-creation Although part of the performance evaluation process is usually defined by the HR department in your organization but as an agent of the process you still have enough space to use your humanity, creativity and coaching skills for better delivery. The likelihood of turning a one-way conversation to a successful and meaningful performance review if not zero, is very low and the best you might get is some individuals running after their personal agendas in your organization who are mainly avoiding making decisions and taking responsibilities outside of what is expected from them according to their job description and what you have defined for them. One of the best models I have experienced for co-creating the performance review conversations, is the GROW model.
GROW Model a Tool for Co-creating the Performance Review ConversationIn this model, as summarized below, you and your direct report can openly which not only take you to a mutual agreements but also brings more accountability and ownership around the execution. Here are some sample questions you might ask your report during a performance review conversation:
[G]oal: Where do you want the performance review evaluation get you to?
[R]eality: What are some organizational facts and realities? What are you good at? what went well? What are organizational expectations fro your role? Who you are, what are your core values? What are your fears? What I (manager) have missed supporting you so far? What are process limitations? Consider this step as a chance for yourself to be vulnerable and transparent about what you haven’t done well supporting them so far and also acknowledging the good work and process limitations.
[O]ptions: What are some actions to fill the gaps between where you currently are and what you want to get from your career path in this organization? This step can be run in a brainstorming format in which you can also offer your suggestions and recommendations.
[W]ay: Which option(s) you would like to choose for next 6-12 months for your career growth in this organization? What I commit to partner with you on and to support you for? Putting the individual at choice and giving them the full authority of their own destiny is the key in this step.
I would go a bit deeper in some aspects of the GROW model as I believe these are critical to the success of this model.
Principle #3 – Take Responsibility for Your Part Most of the performance review conversations are heavily about what have been or haven’t been done by the individual to get him/her what they are defining as growth in their career path. However this is an invitation for leaders to also take responsibilities for what they could have done more and better to support the individual. So next time you are delivering any performance review to your direct reports, have the courageous and vulnerable conversation around what you could have done more to get them closer to their goals and what you are going to do differently to assure you wouldn’t miss future opportunities to elevate them along the way.
Principle #4 – Be An Authentic Appreciator Avoid general comments when it comes to acknowledging and appreciating the good work. Be very specific and tie your appreciative comments to the core competencies of the individual, something that makes that person unique to the organization. It takes you more time to know your direct reports, their strengths, their core competencies but it is definitely worth it.
Principle #5 – Not One Size Fits All! If ever you have watched The Surprising Truth About What Motivates Us, you are aware of the fact that not everyone gets motivated the same way. So do not choose your approach in motivating your direct reports or appreciating their efforts with the wrong assumption that they see the World though your lenses. Make sure your chosen approach is well aligned with what is making the individual feel valued and keep them engaged.
Principle #6 – Do Not Pass The Threshold There is a golden time for promoting an individual as a gesture of appreciation. If the promotion happens before that threshold, wouldn’t set the right bar for future promotees and if after that there is a possibility of loosing a high performer team member to another company or even worse, turn them to a low performer and not an engaged member of the organization.
Principle #7 – Respect Core Values Never tie someone’s performance evaluation to what is against their core values. This is a deniable fact that no one can live against what they value in life for a long period of time and in a healthy manner. As an example if “Family” is a core value of your report, never ask them to work during their weekends or after hours when they are supposed to spend time with their family. Spend enough time with your reports to learn about their core values before setting any expectations.
Principle #8 – Do Not Break The Wholeness Emotions, fears, perceptions, dreams, limiting believes and any other aspect of one’s personality should be considered when it comes to professional growth. Don’t exclude any of these aspects if you want to work with people who are demonstrating integrity in their work. Separating personal life from professional life of an individual is a source of unhappiness and a myth that already has been proved to be wrong.
Principle #9 – Treat How You Want To Be Treated Even the highest authority figures of an organizations are expecting to be judged fairly by the market, society, customers and people they are working with. Even when there is no official performance review process for an individual in an organization, as a human-being part of our mental health and psychological safety is closely associated by how we are being judge and treated by others. So put yourself in the shoes of another individual when it comes to performance evaluations, and bring an element of fairness, openness and transparency to your approach. Do not forget, early Radical Candor is always better than late surprises.
Principle #10 – Withdraw Yourself from The Process If You are Not a Good Match! Last but not least! If ever you found yourself biased in any form or shape, or in conflicts with another individual’s core values or personality, be the courageous leader and withdraw yourself from the relationship. This is an ethical call for action and you are the best person to make the call as you, better than anyone else know what is going on with your feelings and thoughts. Do not forget, your role as a leader is not only going through performance evaluation process but to use this process as a tool to make a positive change in someone else’s life.