Performance Review Meeting Question

Submitted by Hawk21
in

What does a performance review meeting from the direct's perspective look like? Would you please do a podcast on that?

I would appreciate some guidance on speaking about development opportunities to my boss during a performance review.  How can I phrase questions in a way that will let me know what I need to do to get promoted?  To date, all she's said was to keep doing what I'm doing and let me know about upcoming projects that may need my expertise.  When I ask my boss where the department is headed, she says she doesn't anticipate any material changes.

I have worked in a managerial capacity in Operations for over 7 years and have been repeatedly recognized for my work.  Should I continue to inquire about a promotion or take the hint and back off?  I don't want to ruin any goodwill I've established.  My last promotion was from Manager to Senior Manager in 2008.  My boss was promoted from Sr Director to VP about 2 years ago.  The Director role remains unfilled.  Don't know if it was eliminated or not.

 

Any help would be welcomed.  

Thank you.

Submitted by Tim L on Saturday December 21st, 2013 7:33 pm

One thing you should not do, is back off. Of coarse, you need to maintain professionalism throughout the process. If there's anything that is clear anymore it's that your career is in your hands, not that of the company.
One thing I would not reccomend doing is to allude or directly refer to the vacation Director job. You certainly do not want anyone to think you are demanding a specific role.
Do you work for a large company? Most of them have a formalized process you can request where they look at where you are, where you want to go, and what the company sees for you.
I would check with HR to see what they can provide to you. With the layers you mentioned, it makes me think that you have a relatively large sized company.
If you still don't get anywhere, you can consider doing a gap analysis to the senior leadership team (next level above you). For example, you may find that they are very financially driven. If your operational background does not include the neccessary analysis skills to deal with the financials, perhaps you suggest during your review meeting that you take some courses or trainings on finance.