Get Going on Performance Reviews! - Part 1

Man love your guys stuff. It's awesome

Man love your guys stuff. It's awesome and very helpful. You guys do an amazing job on really laying things out and making it pratical. Easy to understand and implement, which brings up my request. Maybe you could do a podcast on implenting and follow-through. Also known as execution. Also if you could do one on Goal setting and step by steps to achieving them. Practically like you guys always show. I think that would be great. Thanks again for all you guys do. It really shows you guys are good and really are succeeding by just the dedication and quality of this podcast. All podcast start strong but fizzle out. You guys keep going strong. Thanks. Keep it up. I'm a youth pastor and this stuff works just the same in my field. I have people following me and leaders that report to me and you guys help me be better.

Can you guys put a list of the headings

Can you guys put a list of the headings at the top of this page with links to the actual podcasts? That would give us a useful list of podcast subjects without scrolling. It's handy to have the titles in this way.

Jonathan, Have you considered

Jonathan,

Have you considered subscribing to the podcasts via a podcatcher or RSS client? If you're unfamiliar with the process, you may want to check out this link: http://www.manager-tools.com/?page_id=28 Although it may not be exactly what you want, it would reduce the need to come to the website to download the podcasts.

But I get your point ... the ability to search by topic or keyword would be great. As time and resources permit, we'll give some thought to following up on your suggestion.

Thanks!

Hi guys, I've recently discovered

Hi guys,

I've recently discovered your show and have found it massively useful as I am a new manager. Mark delivers this advice in such a clear and easy to understand fashion. I'm planning my reviews for my reports - is the self-appraisal form on the site yet? Maybe its my end but it wasn't attached to the download memo.

I also have a question - listening to your shows I can see how your advice would be of great benefit to my director (especially effective meetings....) How can I suggest he should make some changes in this regard without causing offence?

Many thanks, and keep up the good work,

Matt - Vietnam.

Matt- If I understand your question,

Matt-

If I understand your question, you're asking about the form we recommend you use to have your directs evaluate themselves. If that's the case, there isn't one on the site, because we want you to give them a copy of the review you're going to fill out on them. No sense in trying to match forms.

And this is really critical, as we will share in the next casts on delivering the review - you're going to have compared their comments to yours, and be able to change how you deliver your review in the meeting based on their own impressions. VERY powerful... makes delivery much easier.

Funny you mention about your boss. Mike insisted that we do a cast in conjunction with the performance evals on managing one's boss.

That said, a couple of thoughts: don't push it. Generally, one leads "up" by example. For now, see if you can't get on his calendar weekly to share what you're doing in all areas. You don't have to call it a one on one, but you'd be delivering your half - what you're doing, status, issues you're working on. Mention what you're doing with your directs, mention O3s, and feedback, and coaching. Be subtle. DON'T be direct. See if he asks questions. About as far as you can go (not knowing any more just yet) is, "hey, thought you'd like to read this email from one of my team about the meetings I've started having weekly with each of them."

Let results be your persuasive technique...for now.

It's a privilege to serve you.

Mark

Here's the basic timeline at our

Here's the basic timeline at our company of reviews. We're on the federal schedule so the notification from HR comes out about the end of August that all managers need to complete reviews by mid-October. The fiscal year ends at the end of September.

Upper management has about a week to review the submitted reviews and ask for changes. In practice there are rarely any changes. The reviews are then actually scheduled and given about mid-November since HR has us wait until the salary increases are actually approved by the Board.

Reviews are a basic list of 30+ numbered items and areas from comments along with a training plan. Probably pretty standard based on my past experiences.

After listening to this podcast (great

After listening to this podcast (great content as usual) and then listening to a few other non-Manager Tools podcasts I must thank you on producing them with such good audio quality.

I this week's batch of podcasts I must have skipped at least 3 podcasts due to excessing background noise, bad telephone lines, etc. where the producers of the podcasts didn't strive for the audio quality that you guys do. As I listen in the car when travelling mostly on motorways (UK for highways) any bad quality can really become an issue.

Thanks for making them all crystal clear in both audio quality and content understanding!

Catfish- Thanks for the background.

Catfish-

Thanks for the background. We are gradually compiling a cross section of listeners' systems, which we think will help us give a little bit more targeted guidance.

Merry Christmas,

Mark

Good stuff about review time...just in

Good stuff about review time...just in time for our calendar too! A quick question:

My recollection about feedback / reviews is that you recommend:

1) Weekly O3s to provide feedback & coaching
2) Quarterly (semi-annually?) more formalized reviews
3) Using the corporate review process and dovetailing it into your normal feedback / coaching process.

Am I remembering this correctly? If so, I don't recall any podcast on those quarterlies - what should the content be, and how formal should it be?

Thanks again!

Neal

Neal- Thanks for your question. You

Neal-

Thanks for your question. You are remembering things accurately for the most part. It's a minor point, but feedback is not JUST something that happens in O3s. It happens all the time. Sure, it COULD happen in a weekly, but it's not limited to that. Don't hold your breath waiting for an O3.

And, there was no podcast on quarterlies. All they are is a long-ish O3 delivering an annual review based on what has happened so far. You don't have to ask for a self eval. Just follow our guidance (abbreviated, obviously) for the annual. You certainly don't talk about next year's goals...rather, next QUARTER'S goals.

Great question - thanks!

Mark

Great podcast! My company is currently

Great podcast! My company is currently (as are most I am sure) in chaos mode to prepare and approve and negotiate and then negotiate again and some time before Spring deliver the review.

I could not agree more with the ongoing one on one and the necessity of a quarterly review. I am a 26 year old operations manager and through reading and experience have forced my way into management. It baffles me how face to face time is so rare. I always wondered how my managers were able to write about me in the past few years without seeing me. I have taken your pod cast into my staff meeting to review what "could be" versus what our company does. Words cant describe the look on the faces in the room. It appeared that simplicity and clarity had stepped into my office and smacked each of my managers acrosse the face.

Thanks guys!

Here's to changing the world, one ineffective process, manager, company at a time.

SMART objectives in moderation

SMART objectives in moderation please

As a technology manager a big part of what I do is trying to help people do their jobs well. That includes removing obstacles, being an advocate when there is a problem, making sure the team is operating efficiently, ensuring people can usually work a ...

You asked for the source of the quote

You asked for the source of the quote on short communications:

I made this letter longer than usual because I lack the time to make it short.
~ Blaise Pascal

Cheers, David

Is there anywhere that the acronym

Is there anywhere that the acronym SMART is explained? I haven't hit it yet. I can guess at Specific, Measurable, Attainable, ???, ???.

What's the rest?

Cheres, David.

David, Although there are some minor

David,

Although there are some minor variations on what SMART stands for, here's my view/recollection (for the life of me, this is so ingrained in my thinking that I can't remember *where* I learned this ... "The One Minute Manager" maybe?):

Specific – your goal should have its expected outcome stated as simply, concisely and explicitly as possible. Answers questions such as; how much, for whom, for what?

Measurable – your goal should be measureable. For example, "improve sales by 10% works"; "improve sales" doesn't. Obviously that was a simple/obvious example. More interesting is the difference between "improve relationships between your organization and Marketing" and something that is measurable (e.g., what specific, measurable behaviors/results would be evidenced by an "improved relationship". I *vastly* prefer goals broken down into components that can be measured simply as "met" or "not met" -- we'll talk more about this when we get to Project Management on one of the podcasts.

Achievable – an achievable goal has an outcome that is realistic given your current situation, resources and time available. Balance "achievable" with "stretch" goals. Ensuring a goal is achievable doesn't *not* mean you can't stretch our folks. If someone can figure out how to take "judgement" out of this balance, let me know ... we'll be rich! ;-)

Relevant– a relevant goal relates to your larger mission/vision and is "environmentally sound".

Time-based– the goal should have a date/time associated with it's achievement. A goal without a deadline is just a "wish".

Hope that helps.

Mike

Thanks, Mike. That sorts it out. I

Thanks, Mike. That sorts it out. I subsequently found another site that had "T"=Tangible, but I like the Time-based better (it's, after all, more tangible ;-)
Cheers, David.

[...] For me, it expands the situations

[...] For me, it expands the situations in which I can study (for example as I’m writing this, I’m listening to a Manager Tools podcast on Performance Reviews). [...]

Mark and Mike, I know this is an old

Mark and Mike,

I know this is an old thread, so hopefully your site notifies you of new posts...

I'm a new manager at my company, where I have been for about 5 years. I manage a small team (5 people) developing a consumer electronic device. Unfortunately, my company does not do performance reviews. Last time anything of the sort was mentioned was 4 years ago when my manager sent out a self review form but never followed up on that after it was turned in. The attitude seems to be that if they don't do reviews then they don't have to give raises (indead, some of our employees haven't had raises in the time I've been here).

I've decided to set a good example and do performance reviews of my team. I know that it may have no impact on raises or bonuses (which we also don't give), but I feel at least it would be valuable to provide the feedback both to my directs as well as up the chain about the work my directs are doing. As I'm starting from scratch, could you recomend some questions for the review form?

Thanks,
- Steve

Steve- I like the idea! Well done

Steve-

I like the idea! Well done you. And, your request is not a trivial thing. It's too custom a request for me to suggest something generic.

I recommend you simply Google performance evaluations, and annual reviews, etc, and you will find many such questions.

Further, get all the books on Amazon by Richard Grote. He's a GENIUS at this stuff... best in the world in my opinion.

Mark

I cannot tell you how useful

I cannot tell you how useful this series of podcasts has been. And some of it is head-slapping stuff.
Give the written review to them a day early! Why didn't I think of that?

[*smack* of forehead]

I am so happy that I found MT, and that you are sharing your expertise.
You guys are so helpful to a scientist turned manager. I just passed the secret of MT onto one of our PostDocs today, who was complaining that he was never trained for what he does--managing a lab.
:)

Performance Review

After a long absence (sorry guys - nothing to do with you excellence) I've started using your podcasts again.

I work in a team of 15 people - everyone except me is in New York / Jersey area; I work in the UK. I am a "team lead" for 2 of the team and have been asked to take a lead in their mid year performance review.

I've teleworked with the US for 2.5 years so I'm aware of the limitations of work by voice alone and that is what bothers me - a performance review is an intensive discussion which is where telcon just doesn't work.

Are there any specific thoughts I should keep in mind during the call ?

Thanks so much for you help.

I would love it too if you

I would love it too if you could do a podcast on implementing and follow-through. I would also like a podcast on goal setting. Your podcasts are fantastic.  I keep hearing great things from my staff about my communication with them!  Our company is definitely moving in the right direction because of you.  Keep up the good work!

The first manager I ever had who ...

Mike and Mark,

I just finished half of my annual performance reviews using the preparation and delivery process in this series of podcasts.  I took over this team 10 months ago so this is my first review cycle and I am rolling the Trinity (starting feedback in two weeks).  I was finishing up an average review with one of my senior employees who has been with the company for 14 years and she made the following comment, "I would like to say you are the first manager I ever had who has given me very specific and actionable comments regarding my performance.  I would like to thank you for that."  I was floored.  This woman has been with the company (a Fortune 100 company) for 14 years and has had at least 8 different managers, none of which have taken the time to provide useful information during a performance review. 

Up to this point all of my reviews have been very positive experiences because both the direct and I are well prepared for the review.  I really like giving my directs a copy of their review the day prior because it allows them to really think about the disagreements and they have time to develop their position.  After discussing during the review they walk away feeling better because they came in with a well thought out case.  Had they been reading the review for the first time during the review they are thinking on their feet and walk away feeling like they did not have appropriate time to develop their response.

Thank you very much for your dedication to improving management everywhere.  Your efforts have definitely made a very positive impact on my management style and my team.

Thank you!

Ed

Question on the job description

Hello,

I discover your podcasts on performance review a bit too late to prepare myself early enough. So here it is, having to prepare my performance review and one of my direct's (I'm lucky, last year I had more to do) for mid January (HR was really late this year, but, why blame them, we know it's coming every year).

I want to start with the job description. I followed Mark's 5 questions, but I must say I struggle with the second question:

"The most important ways a person doing this job should spend their time are: ___"

It's probably because I'm not native English speaker, but I don't see the difference between this point and the next one

 "The 2‐3 most important duties of this job are:__"

Can you clarify the difference ?

I have to write a job description for my position (delivery manager) and the QA team leader.

Thanks for your help,

Laurent