How to Survive Performance Reviews
Hi Leaders!
In this blog post and this video, I’ll be sharing:
How to prepare for the performance review as the leader.
How to host the performance review conversation as the leader.
What do to after the performance review as the leader.
There are a few simple tasks you can complete prior to the performance review to make writing the review easier and to have a smooth conversation with your direct report.
Preparing for the review:
Ask your direct reports to perform a self evaluation and send it back to you.
When the person evaluates themselves on their goals and behaviors, you get an idea of how they think the performed. That way, you can compare how they thought they performed with your thoughts and create a review that will be well received by the individual.
Their self evaluation will prompt you to remember specifics from the past year and will allow you to add onto the ideas the individual shares.
You will not have to start from scratch to write a review which speeds up the process and yields a quality and thorough review.
Look back through 1:1 notes, emails, and kudos from the past year.
Use anything you’ve saved that will give you specific examples of the individual’s performance.
Tip—Keep a 1:1 notebook with a tab for each of my direct reports. Date the top of the page when we have a 1:1 meeting, and take notes and write down action items and reminders for future conversations.
Tip—Keep a folder in your email client for performance reviews. If you get an awesome email with kudos about your direct report, put the email in there so it’s all ready for when you’re looking for it.
Write the review ahead of time (before the day of).
Block time on your schedule to sit down an review your 1:1 notes, emails, etc. and to write the review.
I find I need anywhere from 30 mins to 1 hour to write a detailed and thoughtful review. I try to time block space at least a day or two ahead of the review to ensure I finish it on time.
Send the review to the direct report at the end of the work day the day before the view.
I like to send the review to the individual ahead of time so that they can read the review and come prepared to our conversation.
Hopefully, you’ve had regular conversations with your direct report over the last year, so nothing in the review should be a surprise. However, I find people feel more relaxed in the conversation if they’ve had a chance to read the review ahead of time, even if they are stellar performers! (Which all of my people are amazing!)
This shows you are committed to their performance and you find it important to make time for them.
During the review:
At the beginning of the review, share the person’s overall performance rating in one sentence.
I find it breaks the ice to share the overall rating right away. That way, people don’t have to wait until the very end to hear how they did overall.
A simple sentence like, “This year, you have received a performance rating of exceeds based on your overachievements in goals X, Y, Z and in your continuous demonstration of mentorship and inspiration to others.
Or something like, “This year, you have received a performance rating of below as you have not met the achievement milestones for goals X,Y, Z. I’d like to use this conversation to continue to discuss how you can improve your performance to meet expectations.”
Review each goal, the person’s evaluation, and your evaluation.
Be objective and use data to share the personals evaluation. Read the individual’s self evaluation comments to them, read your comments to them, and then read your overall evaluation of their performance.
Avoid making the view about you, the leader. Be sure to make the review about the individual; however, I do find it helpful to include statements like “I’ve observed several improvements over the last year….” or “Because of your passion and positive attitude, I am grateful to have you on our team.”
Talk about plans for personal and professional growth for the new year.
At the end of the review, or perhaps within each goal if appropriate, discuss how you can help your direct report grow professionally and personally this year.
Think of some opportunities for development that your organization offers that you can direct the individual to.
Think of ways you might delegate to the individual in the new year, if they are ready. Or perhaps, you might want to pass on a new skill to them through making time to teach them something you know.
Be sure the individual develops the plan, but you can guide and support them in their development by sharing resources and eliminating barriers.
Review ideas for new performance goals for the new year.
If your company has shared their organizational goals for the new year, share them with your direct report and ask them to brainstorm any initiatives they are already working on or could work on that support those goals.
After the review:
Follow up on any action items you set with your people.
Do your best to carry forth the conversation beyond the performance conversation.
Schedule follow-up 1:1 meetings with your people, if you don’t already have them scheduled.
Tip—If you aren’t already meeting regularly with your people, a great way to stay connected is to host 1:1 meetings. If you want to learn more about that, check out my video on the structure of hosting a 1:1 which has a link to my free meeting template.
Start a new year in your 1:1 notebook for new notes and action items.
Nothing feels better than a clean slate and a new notebook. Get yourself a notebook with tabs for all your direct reports and start the year prepared to be proactive!
Thank you for reading all the way through! If you want to listen to this info again, check out my video.
If you’re looking for more information about how to coach your staff during a 1:1 meeting, check out my video on coaching dialogue questions.
Comment below or message me on Instagram (@KaylaFaheyAhrndt) to continue this conversation or ask me more questions! :)
