In leadership using the 'F' word more is better than less

by Tremaine du Preez

For many of my clients there is one day a year (more than one for some) that they simply know is going to be a real downer and there seems to be nothing they can do about it. (One man confided in me that this day is only slightly more fun than delivering an unprepared speech to the executive board, naked.) No it’s not the company year end party or the family picnic day with the guys from head office, it’s worse – Feedback day - with a capital 'F'. Neatly packaged under the heading “performance review”. Don’t get me wrong, I do know some people who love getting feedback, either they have bosses who truly care about them as people and employees or they work for themselves.

The idea

I often get asked if there are any magic formulas for making performance reviews painless and effective. Of course there are but I don’t think any of them work quite as advertised and none of them are magical in any way. Besides, changing the performance review is not as effective as changing the entire feedback process in an organisation. Effective feedback consists of a person’s ability to deliver a message appropriately and an environment in which feedback is valued as a tangible tool to improve performance, and hence success.

Danger zone                If feedback is only ever delivered at the quarterly/bi-annual/annual reviews a lot of old stuff has to be rehashed and mistakes have to be brought up which, more often than not, cast a huge shadow over the accolades that are doled out alongside them.

In practice

So how about this instead?

·         If you understand the ambitions, goals and drivers of your direct reports and give them feedback often that is linked directly to what they want to achieve, you will change the nature of feedback entirely.

·         If you practice this skill regularly you’ll know what works well and what should be changed. You’ll also be more confident and relaxed when you speak to reports about areas of improvement.

·         On the other hand, your reports will actually see the value of feedback, real time in their efforts. Perhaps you make it a habit to give a debrief after every sales pitch, for example, any good ideas can be implemented in the very next pitch and staff will even look forward to getting valuable and valued advice.

The annual performance review could now be painless because issues were dealt with as they arose throughout the year. Staff might even enjoy their ‘performance review’. It could just be magical.

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