A Good Leader Tracks Positive And Negative Performance Issues, And Provides Ongoing Formal And Informal Feedback.
By Thomas J. Roach
Performance appraisals are intended to provide helpful feedback and reward productive behavior. The good leader tracks positive and negative performance issues and provides ongoing formal and informal feedback. The bad leader rarely provides feedback and only focuses on negative issues of recent memory.
Most managers fall somewhere in between. Employees who are being reviewed can help keep the review process on track if they keep a list of their own missteps and accomplishments and strategize how to address them in a meeting where they might otherwise seem to have little control over the agenda.
Don’t make the mistake of waiting until the end of your review cycle to compile your list. That is the mistake your manager may make and what you are trying to avoid. Write the beginning date at the top of a sheet of paper and put it in your desk or on your dresser so you will see it every day and can make ongoing notes.
Details
Items on the list don’t need to be spelled out in detail. You know what you did, just put down one- or two-word reminders. The key to keeping this list is making it unavoidable and as effortless as possible.
The most effective way to use the list would be to edit it and send it to your supervisor a few days before the appraisal meeting. This may seem too forward in some relationships, but at least bring it to the meeting as a reference.
Keep in mind that the reason companies require performance appraisals is not to review performance but to improve performance. The atmosphere does not need to be adversarial or defensive. You and your supervisor should both want an exchange of feedback so you can continue doing the things you do well and avoid the things that were not productive.
Do Their Homework
Supervisors who have done their homework will acknowledge accomplishments and setbacks and ask their subordinates what they can do to facilitate future efforts. Regrettably, most managers are not so enlightened. If significant positive or negative items are left out, the subordinate should bring them up.
Obviously, you will want to note any overlooked accomplishments because you should get credit for them, but you also should want to discuss the negatives.
If there are problems that don’t come up, it isn’t because your supervisor doesn’t remember them. They are on the table even if you can’t see them, and there are reasons why you should address them. Being forthcoming about problems shows your sincere interest in improving, and it makes it socially more acceptable for you to remind the supervisor of accomplishments that were also overlooked.
A practical reason to bring up problems is that there may have been extenuating circumstances that were never discussed. More importantly, if you caused a problem or failed at a task, you can let your supervisor know that you are aware of it and that you have considered how you might handle the situation differently if it comes up again.
All About Money
It is foolish to think that an employee evaluation is only about money. Appraisal meetings are main opportunities to manage your reputation in the organization. If you are seen as smart, well-meaning and productive, the company will want to reward you so you will keep producing, and they will want to promote you so they can take advantage of your services at a higher level.
On the other hand, there is little point to arguing with a supervisor who is unfair or vindictive. If you have objectively and respectfully presented your efforts and your supervisor is being unreasonable, then it is time to look for another position, and you don’t want to aggravate someone whom you will probably need as a reference.
Thomas J. Roach Ph.D., has 30 years experience in communication as a journalist, media coordinator, communication director and consultant. He has taught at Purdue University Northwest since 1987, and is the author of “An Interviewing Rhetoric.” He can be reached at [email protected].