When we are getting closer to end-of-year, we usually get to that fabulous moment where we face the annual performance review. I know, I am not going to talk about that topic for 2 reasons: first one, is that painful model gives me hives and that would also give to write a full post. Is much better to read what Ilya Pozin wrote about this in 2 pages (link). One of the points that stresses me, and also included in the post, is that the frequency of the feedback need not be annual it should in “real time mode”. He also point some spots like for example minimize the critical negative about the work, talks about statistics and differences between assessments towards women and men; and a couple of other things.
What I think is missing is a bit of vision about the managers / beloved leaders / bosses or however is called your team. When a evaluations process begin to be more effective, it also changes the way in which someone leads a team. If we start from the basis: an evaluation is an act which aims to correct a mistake or reinforce good practice in a team, since much of the responsibility for this act lies with the person who carries it out, let’s got deeper into the manager role.
For example, I’ve seen many cases where the managers, take a model 100% oriented to the delegation of tasks and its role is simply to direct and command a group of people. IMHO this is usually as spit against the wind. In modern equipment, the health of the team depends on the relationship that exists between members in the same. If the only thing that makes the boss is giving orders, when it comes to communicate an assessment, for sure the first thought of the evaluated one will be something similar to “and he tells me what? if he does not understand nothing of what we do“. On the other hand, the attitude of the beloved leader is lead by example, the time of the evaluation is much closer and probably far more effective. A little more about this. I do not mean that a manager has to work closely with each of the members of the team (which you should do if you can). Leading by example means to be consistent with actions that we perform because those are which will appear on the members of the team. In these cases, and as a matter of common sense, the beloved leaders tend to be chosen by the team.
This brings me to the second point which is related to the frequency with which these assessments are performed. My recommendation is not invest 15 minutes a day with each Member of the team, but if you analyze the variables that define the team environment and such time take advantage of retrospective or similar to make these assessments. And here we come to an important point, if your company assessments are annual, That does not mean that you are not able to change this way of work. I do not mean to convince managers of human resources to change the way of working with 10000 employees, but rather to perform disruptive actions from the inside. Someones will think I intend to foment a revolution, and the truth is YES. If you really believe in a model that can work better, you must to apply it on your team. Discuss with other colleagues and in the long run if the model is good, for sure that you end up adapting to the philosophy of the company.
Note: Provided that you propose a good idea, do not think that there is a top layer so obtuse as to not realize the advantages of a change for better.
On that basis, it is incredible as the “new managers” are much more open to sharing information, in contrast with the traditional managers where reigns the belief that “the information must be controlled”. I am not going to get into social issues, although this is also given due to a generation where the concept of IP is increasingly more strange and contrary to what was in the last 50 years. (This is the 2nd point where I should write a post just for this)
To close the post and going back to being disruptive, I simply would encourage anyone who hold this role of beloved leader to break a little the established barriers and try to
- Be consistent with what you say and what you do. This will be reflected when you transmit a message with the team
- Adopt a model of real time feedback. Annual evaluations are very well, really well, incredibly well ;)
- Understand the different generations of people in the team. This is important, you have to be very subtle when working with people from 25 years and 50 years…
- Convince your ‘bosses’ what you think. I know, it’s like spitting in the wind and most likely is goes wrong, but … and if it goes well?
Here you should cut the post, because the next paragraph will surely be about disruptive models and think I’ll better play football with Valentino for a while :D
Greetings @ Madrid