Performance Reviews

Coaching and Feedback

Performance Reviews:

Coaching and Feedback

Module 1: At our best Coaching and feedback refresh

Coaching and Feedback

Giving and receiving feedback honestly demonstrates our value of Integrity.

At our best: coaching and feedback concepts

• To achieve more results, people need coaches rather than bosses.

• Your coaching style is key to shaping a culture where people can be At their best.

Tip #1

Deliver more appreciative feedback every day.

– Start today to practice offering more appreciation at work and at home. There are far more opportunities than you realize.

– It just takes a minute.– It is an “express button” on the Mood Elevator.– It reinforces the behaviors and results you want.– It creates goodwill and opens people to hearing how they can be

even more effective.

Tip #2

Make sure your staff are clear on your expectations—the “target.”

– Don’t assume they know what you expect.– Provide clear goals for outcomes or results.– Provide clear expectations on behaviors, as well as results:

accountability, team play, bias for action, openness to change.

Tip #3

Provide more constructive feedback to develop people and keep them on target.

– Don’t assume they know better, it may be a blind spot.– Convey the spirit of “You could be even more effective…”– Be willing to coach subordinates, peers and your boss.– Show confidence in their ability to respond to your coaching.– Follow up and catch them doing it (approximately) right.

Tip #4

Be aware of your mood state!

– Don’t give constructive feedback if either you or the person you are coaching is in the basement of the Mood Elevator.

– Your thinking may not be reliable.– You won’t communicate as effectively.– They won’t hear you as well.– They may become defensive.

Coaching and Feedback

A final thought…

Performance Reviews:

Coaching and Feedback

Module 2: Setting the meeting tone

Setting the meeting tone

• The review meeting is meant to provide a recap of your employee’s performance.

• Set the tone based on the individual’s behavioral style and performance contributions.

Highest achiever (exceeds expectations)

• How to set the tone:

– Re-recruit your best performers by giving specific positive feedback about what they do well and their accomplishments,

– Provide examples of positive attitude and behaviors. – Share information about where the organization is going. – Ask if there is anything you can do for them to make their jobs

better.

Scenario 1

Scenario 2

Solid-performer (achieves expectations)

• How to set the tone:– Use a supportive coaching technique. – The overall tone of the meeting must be positive. – Begin by reassuring the employee that you value his or her

contributions. – Thank that person for what he or she does well. – Identify and discuss specific areas for development. – Complete the conversation by reaffirming the employee’s good

qualities and expressing your appreciation.

Scenario 3

Low-performer (below expectations)

• How to set the tone:– Be respectful, but also be clear with the employee that he or she

has not met performance expectations– Describe what has been observed, audited or received by

feedback.– Evaluate the impact.– Explain what needs to be done.– Ensure that the employee knows the consequences of the

continued poor performance.– Be calm, objective and clear about your expectations.

Key takeaways on setting the meeting tone

• Our leadership shadow during the review process is a powerful way to engage, develop and recognize employees.

• Calibrate performance with your fellow leaders.

• Your HR Consultant is available to provide support.

• Access Children’s leadership room or the Senn Delaney resources for more additional information.

Staff Performance Reviews:

Coaching and Feedback

Module 3: Practical tips for common challenges

Challenge #1

A super star in their mind, but not yours• Strategies:

– Focus on definition of performance• “This is actually what I need, and here is where

you are at…”

– Push for more performance• Contrast the different ratings, distinguish and be as

specific as you can.

– Ensure they understand they have an area where they can grow

Challenge #2

The person who makes lots of excuses for why they can’t get things done

• Strategies:– Pull them up the accountability ladder

• What might we do? – Focus them on what they can control

• What can you do to give more?– Never enable the person with the “leader pass-through”

• That is, tell the person, “well, higher management is telling me we have to do this.”

Challenge #3

The person who has potential but is unsure what she/he wants

• Strategies:– Together, create at least one professional development goal.– Be realistic with the timing.

When dealing with any employee…

• Look for patterns of performance.• Back up rating with at least two specific

examples of how they missed/hit/exceeded it.

• For each section, ask– What they are most proud of?– Where do they think they can be even more

effective?

Challenge #4

There is not enough time!

• Strategies:– Hold frequent, formal and informal meetings with your

employees to discuss performance, check-in on goals and development, provide coaching and feedback, etc.

– Set up reminders for yourself– Schedule time every week to make notes on your employee’s

successes, incidents and challenges– Other ideas?

Challenge #5

Don’t work closely enough with the staff (shift employees/remote, etc.)

• Strategies:– Ask for peer, client and/or customer feedback.– There is a template on the performance management intranet

site to use.– Other ideas?

Coaching and Feedback

Giving and receiving feedback honestly demonstrates our value of Integrity.