As leaders, our direct and indirect reports should have an understanding of how they are performing throughout a review period. Rather than looking at appraisals as a "have to do", look at this period as a "get to do".
We all know when we are on our "A" game and when we are performing at a C+ level (at best). We understand that we all have good days, and bad days. When it comes to annual performance appraisals, they should not look at singular events, but a body of work in its entirety. Much like the saying, "You can't judge a book by it's cover", a leader conducting annual appraisals should look at a persons work in context.
I love this time of year for the following reasons, but in all honesty these are conversations that really need to be occurring throughout the year:
- I get to celebrate successes of my direct reports
- I get to another opportunity to provide formal feedback on how they have progressed throughout the year
- I get to speak one on one and discuss an important topic, them
- I get to learn a little more about what their expectations are of me as a leader
- I get to provide my direct report focused feedback as to how they are developing and the direction that we mutually agree they want to go
- I get to recognize the little things that they do that may be "just in a days work" for them, but make a big difference
As a leader, I have been fortunate to be mentored and developed by true leaders who were interested in the development of others. As a result, I make every attempt to instill this into the cultures I am a part of, and definitely with the teams I am associated with. Working in a silo stifles vision and innovation. Create a forward working culture through consistent and appreciative feedback. When you do, it makes the annual appraisal a much easier process.
H.A.T.'s (Happy Appraisal Time) off to you if you have culture, environment, a style as described above!
Have a great week!!