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Performance Reviews |Leila's House of Corrections

Are you daunted by the prospect of performance reviews? Giving negative feedback can create anxiety, especially for first time managers. By preparing in advance, controlling the setting and following up, your employees will know you are dedicated to their success.

If you have questions or suggestions for future video topics, Leila wants to hear from you.

Speaker: Leila Bulling Towne, Executive Coach, The Bulling Towne Group

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  • 1

    marchingm

    11/20/08 | Report as spam

    RE: Performance Reviews| Leila's House of Corrections

    how do you handle a mirco managing manager?

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  • 2

    makingu

    11/20/08 | Report as spam

    RE: Performance Reviews| Leila's House of Corrections

    Leila you seem to have good material that could be usefull to me however the voice production is very unclear and te clips keep on jumming i have not been able to listen succesfully to any single clip. I have acertained that the problem is not on my machine because am able to listen to other clips fro different sources on the same machine.
    I sit a geral problem with other users as well or is it only me.

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  • 3

    gormanw

    11/21/08 | Report as spam

    RE: Performance Reviews| Leila's House of Corrections

    I read a great article about this called "Its Employee Review Time" at http://managerqanda.blogspot.com/2008/07/its-employee-review-time.html

    The biggest take away was that managers need to communicate well before the review. Frequent communication and expectation verification makes reviews go much easier and much faster.

    I also found a good article about micromanaging at the same blog.

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  • 4

    Linda Andrews

    11/24/08 | Report as spam

    RE: Performance Reviews| Leila's House of Corrections

    I am unable to download the video clip so that it is not interrupted after every sentence. Maybe this is a fault of our system. Content is right on thought. Thanks.

    Lnida

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  • 5

    LeilaBT

    12/01/08 | Report as spam

    RE: Performance Reviews| Leila's House of Corrections

    Hi. Speed or download issues are on the user's end, I'm guessing, but don't take my word as golden.
    gormanw did find good info on micro managers.
    Most micro managers don't think they are doing that--who would want to be a micro manager? No one aims for that, I feel.
    So, then, I feel that the ball starts in the employee's court: what has he/she done to prevent this situation? Has he/she given feedback to the manager? About ways to help and not help him/her achieve goals?
    You want your manager to be specific when giving you feedback so do the same with upward feedback.
    Thoughts? Questions?
    Also, I reply faster if you email me at leila@yourcorporatecoach.com. Sorry for the delayed response.
    Regards,
    Leila

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  • 6

    PaulGibson

    12/02/08 | Report as spam

    RE: Performance Reviews| Leila's House of Corrections

    Great videos Leila,

    Just one thought: the "common managers" segment of your program does not come off as very professional, but kind of immature - and that's the only flaw (if there is one) in any of your videos. Keep up the great work!

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  • 7

    LeilaBT

    12/15/08 | Report as spam

    RE: Performance Reviews| Leila's House of Corrections

    Hi PaulGibson,
    Thanks for the feedback. I appreciate it.
    I agree it's a bit cheeky. It's a call to action which works best in short videos. Time to step up to the plate, managers.
    When I'm working 1:1 or facilitating, I use different ways to encourage people. And when I coach leaders on how to manage their teams, it's not an expression I tell them to use. There are many ways to be direct yet professional and convincing.
    Ideas for future videos?
    Regards,
    Leila

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Performance Reviews |Leila's House of Corrections

Are you daunted by the prospect of performance reviews? Giving negative feedback can create anxiety, especially for first time managers. By preparing in advance, controlling the setting and following up, your employees will know you are dedicated to their success.

If you have questions or suggestions for future video topics, Leila wants to hear from you.

You love telling your spouse, partner, children, or friends what to do, right? Then how come the thought of giving feedback to your employees, at review time, is daunting? If you re anxious about yearend or upcoming quarterly performance reviews, then

Come on managers, it s time for some performance review tips.

Each year new managers around the world struggle with the same administrative task: performance reviews. We all want to be liked, so when it s time to give performance feedback that is going to include constructive (aka negative) feedback, we get nervous. As a result, we avoid planning for reviews, and then rush out of the gate with them. If this sounds like you, here are some best practices.

#1: Prepare.

Don t wing it. Focus on company standards and guidance from HR on what templates to use and how to collect data. Dedicate uninterrupted time to complete review documents, even if it means working at home to do it. This helps you evaluate the big picture, the entire review period, whether it s 6 months or a year. Details are a must and several examples of your points are essential. And remember to be objective. Put aside your emotions. This is business, not personal.

#2: Control the setting.

Avoid sitting behind your desk. It s the position of authority, a barrier between you and employee that is much more a piece of wood. Sit at a table together or bring your chair around the corner of your desk. Select a time of the day when you have more than enough time. Steer clear of Friday afternoon or first thing Monday morning. If the meeting is set for an hour, book the 30 minutes before and after it. That gives you time to clear your desk and your mind and also prevents having to end abruptly because of back to back meetings.

Tip #3: Follow Up

One of the worst things you can do is nothing after a review discussion. That says to employee, I don t care or This was a just a check the box exercise. Follow up on what you and the employee discussed and decided upon as action items. Regularly refer to these during weekly one-on-ones and quarterly check-ins. Performance feedback goes both ways; it s a loop, not a one way street. Ask for upward feedback. Solicit details on what you can do more and less of. Performance review discussions set the tone that you are attentive to employees. These dialogues are just as vital to workplace success as they are to personal happiness.