Years ago, I began kicking off performance feedback workshops by asking participants to share about the most impactful performance feedback they’d ever received. I expected to hear stories about motivating speeches, promotions and well-delivered praise that propelled people to even greater levels of achievement.
Imagine my surprise when person after person described difficult, often painful experiences of being called on the carpet, told how they were hanging by a thread, and often shocked by negative performance feedback. Sometimes the messages were delivered well, sometimes carelessly – always with life-changing impact.
I’ve repeated this experiment many times and the results are always the same. 90% of performance feedback that incites change is of the tough variety – the kind of feedback that clarifies what isn’t working, how someone can improve and what must change.
I share this in hopes of shifting perspective about delivering difficult news. Receiving real performance feedback can create a break in transparency for those who need it. It can also call someone up to a higher level of greatness. Many leaders avoid tough conversations, fearing fractured working relationships and too afraid to risk discomfort of the unknown reactions. Similarly, managers often sugarcoat truth and create excuses for poor performance at the very same time they are bringing it into the light.
None of these behaviors are helpful. Not to the manager, not to the company and definitely not to the employee. Yes, being candid, transparent, and clear about someone’s shortcomings can be uncomfortable; however, it is the very best way to motivate change and build trust with employees.
So, how do leaders keep performance conversations open, motivational and growth-focused while also delivering a negative evaluation?
As communication coaches, we’re experts in delivering all kinds of news and have helped thousands of leaders become more adept at navigating performance feedback. Here are just a few simple best practices leaders can use to approach these important conversations with greater confidence and ease.
- Prepare.
Before heading into the review, take time to clarify the desired outcomes and rehearse what you’ll say and how you’ll say it. Get in front of a mirror and say what you intend to say, and play with your delivery until it comes across with the desired impact. In all likelihood, you’ll want to be in a disposition of stability; a calm and cool energy that communicates everything is “ok”. Role-playing to yourself may feel funny at first, however, you will be astounded at how much this short practice will improve your delivery and the outcome of the conversation.
- Create a productive environment.
Location and environment set the tone for the meeting. Pick a comfortable and neutral setting free of distractions. Be sure to turn off your electronics and keep your team member faced away from visibility by closing blinds, doors, etc.
The time you decide to meet is crucial as well. People tend to be sharper in the morning and that’s our recommended time for most reviews. If you think a review might end in a termination, those reviews might be best held toward the end of the day when disruption can be mitigated. Once you’ve determined time and location, do everything possible not to cancel or reschedule; as it compounds stress and may be demotivating. The care you take in creating a safe and comfortable environment shows your associate that you value them and the time you will to spend together working on their development.
- AID Your Team Member.
Performance management conversations should be composed of three parts: Affirmation, Information & Decisions. The specific type of affirmation or compelling information will vary from person to person based on the individual’s situation and performance. Tailoring the type of conversation to meet the needs of the employee will greatly improve the discussion and outcomes. Here’s how to approach each part of the conversation:- Affirm: This includes three parts: 1.) Create a comfortable environment for conversation 2.) Establish the agenda for the meeting 3.) Affirm the accomplishments and strong qualities of the employee. Take time to inform the employee on what they have accomplished – whether it’s congratulatory, inspiring or building their confidence.
- Inform: This is where you bring up the difficult areas in need of improvement, or what areas can be expanded for future growth. Take time to outline the identified opportunities for improvement with the intention of inspiring the employee to want to stretch and improve. Here are some sample situations and how to compel them accordingly:
- Directive Improvement – Manager describes what needs improvement and prescribes the solution to the challenge.
- Stewardship Improvement – Manager describes what needs improvement and asks the employee how they will close the gap and meet expectations
- Problem Solving – Manager identifies the problem and both parties discuss the root causes, then co-design a solution and agree on the implementation plan.
- Coaching – Manager identifies the challenges and opportunities facing the employee and, through a series of questioning, helps the employee devise strategies and actions to achieve potential.
- Decide: Conclude the conversation with an upbeat recap of key points and agreements made in the discussion. This is the time for the employee to decide what to commit to, and for both parties to clarify actions agreed to, define consequences, and discuss any final points. It is important for the leader to thank the employee for their engagement in the conversation, continued efforts, dedication and contributions.
- Affirm: This includes three parts: 1.) Create a comfortable environment for conversation 2.) Establish the agenda for the meeting 3.) Affirm the accomplishments and strong qualities of the employee. Take time to inform the employee on what they have accomplished – whether it’s congratulatory, inspiring or building their confidence.
Within the next two months, millions of employees will be sitting down to hear how they’ve been doing. Are you ready to give your team members the gift of genuine feedback? We hope these simple techniques will help inspire YOU to approach even the toughest performance conversations with a fresh perspective and excitement about what your team members can achieve when you deliver the optimal blend of affirmation, information and decisive commitment necessary to inspire your teams to the next, higher-level of performance.
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