Using the “What-How” grid to assess your team
A common mistake for managers is to assess team members by their technical ability or production alone. That is, the one with the most technical ability or volume of output is the primary rating that is taken into account. For example, let’s say you have someone on your team with a unique skill that is very valuable to the team. They can do the skill very well, and having this expertise is highly prized and appreciated. Thank goodness for having this person on the team!
A second common mistake for managers is to assess team members by their ability to work with others on the team. That is, one with the most ability to get along and interact is the primary rating that is taken into account. For example, let’s say you have someone on your team with the unique ability to interact with others. They can do this very well, and having this positive influence is highly prized and appreciated. Thank goodness for having this person on the team! Read more
How to neutralize in advance the annual toxic performance review
In my previous post, I explored the reasons behind why so many performance reviews go badly, and the choices that a manager has when there is disagreement of what was documented in the annual performance review. From the employee’s perspective, when there is disagreement, it is a surprise review. None of the choices are good for either the employee or the manager when this happens, so it needs to be avoided.
Here are some tips for managers on how to avoid the tense and toxic review: Read more
Why the annual performance review is often toxic
Many managers dread the annual performance review, and for good reason. The annual performance review requires the manager to put in writing exactly how they think the employee has done over the course of the year. It’s a lot to cover, and can create some pretty tense and toxic situations if you get it wrong.
By “getting it wrong,” I mean that the employee disagrees with what you documented. The employee who disagrees with what the boss wrote has to either challenge the boss (not always a good scene), or accept something they don’t agree with that has career-level impact.
If an employee steps up and disagrees with your performance evaluation, you, the manager, have many options, none of which are good: Read more
The Performance Management Process: Were You Aware of It?
In John Hodgman’s humorous book, “The Areas of My Expertise
I would like to add an entry: “There is a way for managers to systematically deal with poorly performing and poorly behaving employees – WERE YOU AWARE OF IT?”
It’s true! It’s called the Performance Management Process. Read more
“Thanks for your Hard Work” vs. “Thanks for your Good Work”
A popular thing for a manger to say—often in a team setting— is “Thanks for your hard work!” A popular addition is, “Thanks for your hard work and long hours.” Have you ever heard this? If you are a manager, have you ever said this?
The context is usually at the end of a project, after a release, or perhaps a budget review cycle. The managers says, “We put in a lot of long hours, and hard work. Thanks to all those who toiled to get this done!”
Hard work should definitely be appreciated, as it did, indeed get the work done. But is it worthy of praise? And in a team setting? I don’t think so. Read more
