Setting Clearer Performance Expectations

The annual performance review.

Stating this phrase guarantees some reaction for anyone who has ever had one, or had to give one as a supervisor or manager. In my experience in working with organizations, that reaction is seldom positive.

The concept behind the performance review or evaluation is a good one. It is a chance for someone to discuss their accomplishments, get feedback on their progress, and build a plan for continuous improvement. The idea makes sense, which is why every organization I've worked with has these meetings between a supervisor and an employee.

Unfortunately, while the idea is sound, far too often, in execution, these meetings are ineffective at best, and counter-productive at worst. While there are many reasons why this is true, one of those reasons is that supervisors don't know how to do one of the most critical parts of this event effectively ? setting clear performance expectations.

Without clear expectations from the previous year, the discussion becomes too subjective ? one of the major (justified) reasons employees don't find these reviews valuable. Without clear expectations set for the coming year, people don't know what to work on throughout the year, beyond vague generalities or assumptions. This then sets them up for yet another largely subjective review next year.

Some Criteria

These expectations should be:

- Connected to the goals and objectives of the organization

- Clear and agreed upon

- Developed jointly

Applying these three criteria to the expectations you set during these meetings will improve the relevancy and clarity of the expectations. And by jointly developing them you improve the commitment of the employee to both the process and the expectations themselves.

Getting There

Once you know what successful expectations will look like with the criteria, the next question becomes, "how do we get there?" Here are some tips to help you identify, clarify and agree to performance expectations.

1. Start with organizational goals. Help the employee understand department and organizational goals. Discuss how their work can positively impact the achievement of those goals. Use that perspective to develop any performance expectations that directly link their work to those goals.

2. Ask questions. One of the biggest mistakes you can make during a performance review meeting is to do all of the talking. Get the employee to discuss their expectations and goals for the coming year. Start by asking questions ? especially open ended ones. Perhaps you have some very specific things you want to include - you can add your items later in the conversation. Ask first and ask often.

3. Be quiet. If you are going to ask? you have to be quiet and listen. Be patient. They might not have an immediate thought ? or they may be scared to say much if this is a different approach than they have experienced in these situations before. Ask the questions expectantly, rephrase them if needed, be patient and keep your mouth shut. If you are going to jointly create these expectations, you have to let them talk.

4. Acknowledge their feelings and perspective. You may not agree with everything they say. You may see their proposed expectations missing the mark slightly. Remember this is a conversation. Don't judge too quickly. Even if you want to influence them to a different view, acknowledge how they feel, even if your feeling is different.

5. Challenge them to stretch. One of the best things we can do for people is encourage them to stretch their performance. Help people raise their expectations a little bit more. How do you know it is a stretch? When is feels like a challenge, but isn't unbelievable. Setting expectations of improvement levels that people can't visualize achieving is likely beyond a stretch. Set expectations that raise the bar a little ? and that drive people towards their potential.

6. Be specific and descriptive. The expectations need to be descriptive and clear. If they are vague, they are open to interpretation and won't be met to anyone's satisfaction. Make them specific and write them down.

7. Restate and clarify. The meeting can't end until you have agreement on the expectations, and you can't get agreement unless they are clear. Review the notes that have been written down, and make sure that you both agree that they say want you want them to say, and that when you both read them in 2 days or 2 months, that they will still mean the same thing.

8. Gain agreement. Get people to commit to the expectations that have been created. Give space for them to share concerns or frustrations, but leave with a commitment to work towards these expectations. Your organization may want people to sign their performance reviews or plans. Beyond those requirements, having people sign their expectations and agreements is a powerful piece of people committing to achieve something. So consider having people sign, even if it isn't a part of your organization's process.

Taking these steps will help you create job expectations that will meet both the organization's and the individual's needs. It will also be a springboard to helping make those performance reviews more valuable ? for everyone.

Final Note

Perhaps as you read this list you didn't see anything earth-shattering or new. If so, my question to you is - are you doing all of these things, even though you know them?

Kevin Eikenberry is Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company that helps Clients reach their potential through a variety of training, consulting and speaking services. To receive your free special report on "Unleashing Your Potential" go to http://www.kevineikenberry.com/uypw/index.asp or call us at (317) 387-1424 or 888.LEARNER.

In The News:

---

Problem-Solving Success Tip: Define the Problem First

Define the Problem First. It seems obvious, but how many... Read More

Tales from the Corporate Frontlines: The Role of Character in Leadership

This article relates to the Senior /Top Level Management competency,... Read More

Identifying Candidates for Leadership

A critical task in the succession planning process of any... Read More

Well-Defined Processes ? How to Create

Interested in learning how to reduce development time, save money... Read More

Employee Turnover: Is It Eating Up Your Profits?

Keeping the cost of doing business down, yet providing a... Read More

Training Adults, Not Teaching Children

Adults are vulnerable to personal and professional embarrassment from poor... Read More

Tales From the Corporate Frontlines: Diversity in the Workplace: Ethnic Considerations

This article relates to the Diversity in the Workplace Competency,... Read More

Hiring for Success

Hiring someone new to work in your business is one... Read More

Innovation Management: The Power of Emotional Attachment

Creativity can be defined as problem identification and idea generation... Read More

Pricing Strategy for Retail Flower Shops

When you create your profit and loss statement to assess... Read More

The Comfort Zone

The Comfort Zone I... Read More

Management Training: Are You Satisfied With The Results?

If you're not satfied with the results of your management... Read More

Are You Prepared for a Disaster?

Yesterday I look at my calendar and saw that my... Read More

Hiring Great People And How to Be One Yourself: Five Secrets

Bad news.Your senior vice-president, your marketing director or your accounting... Read More

What 80% of Businesses Don?t Know: Tips for Improving Your Working Capital Management

What is the number one way to prevent failure in... Read More

CEOs And Boards Are Locked In A Spiral Of Doom

American CEOs are dropping like flies. Boards, armed with new... Read More

Business is About Making Money

Ask most people why they are in business and they... Read More

The Significance of the Mundane

This article begins with a tip of the hat to... Read More

Year 2010: Permanent Employees No Longer Required

Jack Welch joined a conference that was held in Duke... Read More

Einstein - Definition of Insanity

Insanity in the Sign & Graphics IndustryEinstein's DefinitionAlbert Einstein once... Read More

Innovation, Idea Selection, Valuation

There is no sure fire route to commercial success, but... Read More

Can Your Corporate Policy Pass the Monkeys, Bananas, and Water-spray Experiment?

Five monkeys were placed in a cage. A banana was... Read More

Write Winning Proposals For Venture Capitalists

You need to secure money for your project. You visit... Read More

Paretos Law- Your Formula For Success

A 'dirt-world' retail business I used to manage had a... Read More

Key Control ? Who Has the Keys to Your Kingdom?

Key control, or more accurately the lack of key control... Read More

Five Ways to Increase Profitability By Doing The Right Thing

1. Base your business in the Magic Triangle. Honesty, integrity,... Read More

Summertime Blues

It's hard to believe the year will be half over... Read More

Smart Staffing Practices: Don?t Confuse Activity with Results

Does your hiring process consist of proven practices or just... Read More

Action Learning: Its More Than OJT

For centuries companies have used on-the-job training (OJT). OJT works... Read More

The Inferno of the Finance Director

Sometimes, I harbour a suspicion that Dante was a Financial... Read More

Ten Relationship Traits And Skills For Good Leadership

An important aspect of good leadership is the ability to... Read More

Stomp Out Leeches In Your Company

Recently, I felt appalled to see a political candidate running... Read More

Are You Using the Right Form of Energy?

As we near the end of summer, here is a... Read More