The Leadership Habit: Transforming Behaviors to Drive Results by Tammy R. Berberick & Peter Lindsay & Katie Fritchen

Author:Tammy R. Berberick & Peter Lindsay & Katie Fritchen [Berberick, Tammy R.]
Language: eng
Format: azw3
ISBN: 9781119363200
Publisher: Wiley
Published: 2017-03-26T16:00:00+00:00

Include details that specify exactly what goal achievement looks like and how it will be measured in your team's performance plans. Then meet one-on-one with your direct reports monthly to discuss how they are tracking against their goals, what other projects and priorities have come up that may require a change in their goals, and how they are developing overall. This is an important time to provide your clear feedback and discuss what corrections or improvements should be made to ensure that your employees perform at a high standard and develop personally as well as professionally. Also use this time to give your employees a chance to coach up and provide feedback to you. Ask what they think you could be doing to improve as their manager, leader, and coach. Ask them, “What do you need from me?” and “How can I best help you?”

Formal midyear and end-of-year reviews normally take place around June and December. First, get your team members to rate themselves on how they are tracking against their goals formally by using your organization's rating scale. For example, performance plans can be rated on the same Below-Target, On-Target, and Above-Target rating system described previously, and they should include space for employees to include notes and comments on why they assessed themselves at that rating. Review self-assessments carefully and then provide your own assessment on the performance plan, including your detailed notes.

If your employee's self-rating is significantly different from how you would rate the performance, then who owns that miscommunication? This is a clear indicator that you have not adequately provided feedback along the way to ensure clarity of expectations and performance standards. The monthly one-on-ones, the midyear review, and the end-of-year review are all important times to provide clear feedback to your employees. Do not wait until the formal midyear or annual review to provide feedback. Many organizations are moving away from annual reviews and replacing with frequent, informal check-ins. Both approaches work, with your goal of helping your employees be successful along the way. There should be no surprises come evaluation time. Employees should always know how they are performing.

Great coaches balance positive reinforcement and encouragement with clear and honest feedback. They view feedback as an opportunity for improvement, and they can convey that to their employees as well. Also use this time to ask questions that encourage your employees to develop themselves. Helping your employees view feedback as a gift is key to your employee's continued development.

As a leader, you are less known by what you say. You are more known by the questions you consistently ask.

How often do your employees receive feedback on what they are doing well and what they need to improve?

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