Performance Reviews that Motivate!

Transcription

1 Performance Reviews that Motivate! Performance Process Alignment Performance Reviews that Motivate V1.3 Dale Carnegie Digital 1

2 Reviews to RAVE about R A V E Build Rapport and Review performance for the time period. What performance is desired? Analyze data and documents that support current performance. Discuss and identify gaps and opportunities for improvement. Provide Vision for future growth and development so that the individual can get to the next level of performance. Encourage and Engage the individual by providing support, coaching and meaningful feedback. DO Develop a reservoir of goodwill Be trustworthy Let the person review all data before meeting Start with the positives Spotlight successes Use I statements Use accurate data for your assessment Command, coach, and correct Depersonalize mistakes Let the other person save face Praise small improvements; be hearty in your approbation and lavish in your praise Develop a mutual plan for improvement Revise goals and set new performance standards End with reassurance and a big reputation to live up to. DON T Expect past problems to be forgotten Betray confidences Save up unpleasant surprises Nag or whine Become adversarial Use You statements Focus only on failure Base judgment on opinions Criticize, condemn or complain Launch a personal attack Humiliate the individual Avoid giving feedback throughout the year Hope for miracles Ignore goals, standards or vision End on a negative note Performance Reviews that Motivate V1.3 Dale Carnegie Digital 2

3 Performance Review Meeting Process 1. Give the person ample time to prepare. Set a firm date, time and consider holding the meeting in a neutral space rather than your office. Have individuals review their goals since the last review and identify positive and negative results prior to the meeting. 2. Leverage the rapport you have already built with the individual by starting on a friendly neutral note. Avoid getting down to business before making a connection to the person. 3. Start with the results that have had positive outcomes. After discussing each, ask the person, How did you do that? Give him/her the opportunity to explain and to give credit to others where due. Listen and ask open-ended questions. Praise successes to show your appreciation. 4. Bring up the first negative area in a non-threatening way, focusing on the result, not the person. There should be no surprises here if you have monitored performance, coached and provided feedback throughout the year. Be a good listener and try to see the individual s point of view. 5. Review strengths and improvement areas to summarize the conversation so far. Gain agreement and encourage the person to explain these areas in his/her words. 6. Discuss performance standards for the future. If necessary, review vision, mission and values. Describe strategic initiatives to which the person s results will contribute. Goals should be specific, measurable, with target dates. 7. Once the person is clear on targets for the future, discuss additional support or development needed to help him/her be successful Before you offer your ideas or a plan, have him/her articulate ideas for career interests or potential career growth. People support a world they help create. 8. End on a positive note with final words of praise and encouragement. Give the person a fine reputation to live up to. Performance Reviews that Motivate V1.3 Dale Carnegie Digital 3

4 Helpful Phrases Tim achieved extraordinary results with the XYZ project. By decreasing the time it takes from sales to delivery by 50%, his effort will help us to be more competitive. Joan, I admire you for your dedication in quickly learning new skills that have already had an impact on sales performance. Taking the sales training class in the evenings demonstrated your desire to become an upcoming award winner. I am encouraged with your level of commitment. Last year your department was operating at 18% over budget. Today your group is operating at 6% under budget. This is an accomplishment to be proud of. John, you truly demonstrate endless flexibility and reliability. Whenever I have asked you work on a Saturday morning or to stay late to complete a task, I knew I could count on you to see the situation through. I ve always been confident that you would get a successful result. How would you turn these de-motivating phrases around? Jason is a poor time manager and consistently misses deadlines. Rene needs to improve her attitude to fit in better with the team. Raj shows no follow-through and customers report that they don t like working with him. Performance Reviews that Motivate V1.3 Dale Carnegie Digital 4

5 What s Next? Digital Live Online courses What Got You Here Won t Get You There Time Management Delegation Managing Conflict in the Workplace Step Up to Leadership In person at your local Dale Carnegie office Leadership Training for Managers The Dale Carnegie Course: Effective Communications and Human Relations Skills for Success The Advanced Dale Carnegie Course