Coach Robert Oberleitner provides guidelines for managers when conducting, and surviving, rough reviews.
The last Coach’s Corner discussed addressing performance reviews early in the year. In today’s Corner, we’ll explore why managers avoid performance discussions.
Of the many reasons managers put these discussions off, we’ll cover two, overload and avoidance.
Overload
Let’s face it, many managers are responsible for more work than can be completed in a workweek for a variety of reasons. This leads to overload and choices. By choosing not to invest time in the development of direct reports, managers stunt the growth of their teams and ultimately perpetuate more work for themselves. When managers are too hands-on fixing problems (like during their individual contributor days), they are not managing. Training employees to fix problems reduces the manager’s workload in the long run. Irial O’Farrell, in her book “The Manager’s Dilemma,” identifies pitfalls of being a fix-it manager and provides 8 steps to solve this effectively.
Avoidance
Some managers don’t want to get into situations where they may feel uncomfortable. Others think employees should “know” what to do. Susan Scott in “Fierce Conversations” noted that some managers “… are waiting for the right moment, when the other person is in the right mood.” While it may be tempting to ignore issues and conflict, most will not go away on their own.
A few steps to handling difficult performance discussions:
- Take action. Effective managers confront reality by addressing the tough issues head-on. Know that your direct reports are watching how you handle issues both with them and their underperforming peers.
- Prepare before the meeting without scripting. Get yourself in a good head space. Know the points you want to make and speak in a professional tone without admonishing or preaching.
- Make sure that performance expectations have been/are clearly articulated and not assumed. Blaine Lee, author of “The Power Principle,” noted “Almost all conflict is a result of violated expectations.” This is particularly true when the expectations are unsaid.
- Get to the point. Be factual and specific about actions/behaviors that are not acceptable and those are that are representative of higher ratings.
- Set a time frame to check back on progress.
Straight talk about performance issues is not only more kind to all involved, it’s also an effective way to get the results everyone is seeking while increasing trust in your work area. If you are a manager, try the steps above and see how the performance of your team improves.
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The "Coach's Corner" Articles are written by Robert Oberleitner, executive coach. Raymond James is not affiliated with and does not endorse the opinions or services of Robert Oberleitner.
