Posts Tagged ‘evaluation’

Giving Effective Feedback

Sunday, May 31st, 2009

If there is one area that gives both managers and employees difficulty it is the need to give and accept effective feedback. It is one of the most crucial elements in assisting employees to improve their performance. It establishes a connection between what employees are doing and how their actions are perceived by others. Although receiving feedback is often under appreciated, those on the receiving end must occasionally be reminded that no feedback could be much worse.

Most managers consider themselves to be high achievers. Out of this mindset comes the need to want to move right into problem solving by directing staff to fix a problem in a specific way. This quick fix solution shouts loudly of their inexperience. More seasoned managers know the importance of effective communication and begin the feedback process by listening to their people. They encourage input into the situation in order to determine what may be interfering with getting the job done in the most effective way. Only after they have received input can they can gain a broader perspective of the situation and make appropriate recommendations for action.

Giving feedback is not about dishing out criticism; however, this often proves to be the case when managers find themselves under pressure. It is at these times that emotions get in the way of effective management and much is lost in the process.

Let’s put this on a personal level. As a manager, you want to be liked by your employees. You have always resented those who misjudge you and who find fault without knowing the full story. You vowed that when you became a manager that you would not follow this course of action because you know this type of behavior does nothing to improve your performance but rather makes you mistrust people and devalue their capabilities.

“The young carry-out boy was asked, “How long have you been working here?” He replied, “Ever since they threatened to fire me.” –Anonymous

Although numerous books have been written about the essential qualities of good leaders, in my opinion, four qualities stand out: communication, trust, competence, and caring.

Effective leaders communicate clearly and inspire others to want to take action. Good leaders are good listeners. They pause often, and acknowledge the presence of others. Most importantly, they stop talking and listen attentively. They build trust through what is said and done. Their competence is judged on how they make decisions and lead people. And, lastly they are people savvy. They are genuinely interested in others and get the job done through collaboration. Good leaders are not Lone Rangers. They do not expect others to be “just like them.” But rather, they recognize and leverage the talents of others for the benefit of the entire organization.

Remember, even though you, as a manager, may dislike giving feedback, your employees expect and need it from you. The complaints are not usually about the necessity to improve, but how the situation was inappropriately handled.

Feedback should NOT be limited to the times you do Performance Evaluations but should be an ongoing process between a manager and her or his team. The results are good grades in the four qualities of effective leadership mentioned above.

TECHNIQUES FOR EFFECTIVE FEEDBACK

Rule of 3 x 3

effective feedbackBert Decker is his book, You’ve Got To Be Believed to be Heard, talks about his 3 x 3 Rule when giving feedback. His method forces the manager to give balanced feedback by focusing on three strengths and three areas of development when analyzing performance and behavior. Capping it to three keeps the information succinct and easily remembered. Decker says, “Receiving three bits of feedback at a time allows people to make course corrections, like a guided missile, as they keep moving onward and upward. The goal is not to flatten someone’s ego but rather to give them encouragement and to challenge them to improve.

Focus on Performance, Not Personality

The most effective way to discuss areas requiring improvement is to focus on observable actions, not attitudes. By limiting your criticism to what you see with your own two eyes, it will help you refrain from judgments that can trigger a defensive reaction. An example might be, “I have heard you making a number of personal telephone calls lately, is there something going on that you need our support for?” That is better than saying, “You seem to be making a number of personal calls lately, and this has become very disruptive.”

Certain Words Create Problems

Words that are dangerous when evaluating performance are always, never, and worst. If you let slip any of these words, you are overstating your case and not focusing on actual performance. Far better to say, “I’ve seen you do this three times this week.”

New managers who are not accustomed to providing feedback will often sound accusatory when they are trying to assert their authority. If this is you, you will know you are on shaky ground if you find yourself using the word “you” followed by a negative comment. An example might be, “You didn’t meet the deadline we agreed to.” With this language, tensions will be inflamed and the result will be a resentful employee. Better to say, “We agreed to a Friday deadline. Can you tell me what problems you encountered?” This moves the employee into analyzing the situation rather than becoming defensive.

Use Questions to Give You Leverage

It is often helpful to let employees discover for themselves what could be improved. This tactic works especially well with high-ego performers who automatically resist any input they get as negative. Many new managers make the mistake of talking so much that employees feel like they are being scolded as a preschooler.

It is more beneficial to ask questions to flush out the situation. Prod the employee, in a non-threatening way, into evaluating his or her own performance in an area where you have concern. Stay totally involved in the process by allowing the employee to make recommendations for their own improvement. Learning “questioning skills” is a valuable tool and one that can be taught in the coaching process. Questioning helps you get a broader perspective on a situation and helps you avoid lapsing into the lecture mode.

Be Supportive

There is a fine line between advice and support. Advice involves telling someone how to solve a problem. Support on the other hand, makes the other person feel valued. It is well intentioned and shows a willingness to share observations and seek information to help the employee to succeed. It does not assert superiority or position. Like a friendly but curious detective, you want to investigate behavior rather than take a position that assigns right-wrong labels to a person.

Leaders are Always in Training

Just as professional athletes are in year-round training because they desire continuous improvement, so too should managers be in continuous training. Personal Executive Coaching has proven long-term benefits because executives learn to integrate the skills and apply them on the job. If you expect the best from your people then setting high expectations for yourself is both natural and positive. Set up your Free 30-minute Coaching Session by clicking the appropriate box on the right-hand panel.

Author

Barb McEwen is a well-known Master Executive Coach and Organizational Development Consultant who works with senior executives from around the world to help identify and assess developmental opportunities for both organizations and individuals.

Reprints

You are welcome to reprint these articles. The following quotation must be printed at the conclusion of each reprinted article.

Copyright Barb McEwen and 20/20 Executive Coaching, Inc. Barb McEwen is a well known, thought-provoking and inspirational speaker. You can reach her at: Barb.McEwen@2020ExecutiveCoaching.com. Learn how to be a more effective manager and leader. Check out her website at http://www.2020executivecoaching.com.

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Tips For Managing Your Boss

Thursday, April 9th, 2009

Let’s face it: we all have a boss, maybe more than one.

Whether you are the CEO of a global corporation, an assistant to the assistant or a solopreneur, we all have someone we must answer to and who in some way determines our success. There is the unspoken agreement that the person on the other side of the desk will evaluate your work and make decisions that could impact your career and maybe influence your life decisions.

Many of us think of managing as supervising the people who work directly for us. This is only one aspect of a much more complex dynamic.

Let me share with you a well-kept secret.

Successful people spend as much (if not more) of their time getting into orbit and building solid relationships with those who have influence and power than they do supervising their direct reports.

We call this “Managing Up” – where time and energy is spent getting those above us to do and think with you and about you.

OK, I can hear you now.

“Jane that is all well and good but…”

“I already have too much to do, don’t put another thing on my plate.”

“I work for an egotistical, mercurial maniac: do you really think he cares about me?”

“Manage my boss, I can’t find my boss!”

“Should I speak with this week’s supervisor, last week’s or next week’s?”

“I don’t want to look like some kiss-up. They’ll see right through it.”

“I am a hard working adult. Why should I have to play these games?”

“His personal life is a mess and I don’t want to be his shrink or repairman”. Etc, etc, etc.

I hear you, but I also want you to know:

The average successful executive spends 10%, yes, a full 10% of their work time, creating and nurturing professional relationships – a lot of it with decision makers.

Sound impossible? Too hard? Let’s think of a few incentives.

- More people are fired for lack of chemistry with leaders than for incompetence.

- You will not be in the room when your salary, bonus or promotion is discussed. Your boss will.

- Someone will eventually replace your boss, why shouldn’t it be you?

It is hard to support someone you really don’t know. Does your boss know you and your work well enough to represent you?

- Admit it. Layoffs and transfers rarely are impartial or objective. It is harder to let go of a person you know and like.

– The smart people can recognize an individual’s work. Even if your boss takes all of the credit, your signature will jump off the page. Get on the page.

Let me ask you…

What if I told you you could hire a smart, motivated person who does high quality work with limited supervision? Projects will always be on time and on budget. This person will seem to know what you want before you do and will offer suggestions and innovative ideas on a regular basis. The hire will also demonstrate support for you in public and will disagree with you in private. What if the employee could be trusted in word and action? He/she will also have just the right balance between telling you enough and not overloading you with details. Did I mention that this potential hire is great to be around, actually knows you as a person without getting too personal, can laugh, throws off stress easily and will say “no” to you when you are being unreasonable. You will look forward to seeing this person. As a team you enhance each other’s performance. Your new employee is ambitious and wants to succeed: both of you will. Your boss likes your choice and that will be favorable to both of you. Warning! The employee is an individual and will hold you to your word and will expect you to carry your share of the work.

You have 5 seconds – Do you hire him/her?

Five more seconds – Are YOU this employee?

Let’s translate this into ACTION TIPS that will help you manage your boss with ease and greater success.

Know the person not just the title. I often hear people refer to senior executives by title. “The Sr. VP told me…” or “the head of HR said.” While this establishes rank, it also shows how you view the person. You wouldn’t hire someone without knowing them, how can you work with someone you don’t know? Work at finding out more about the person you work for, their interests and passions. Be aware of what keeps him/her up at night, what is his greatest work fear and what would be a great embarrassment for her? A quick glance around your boss’s office is a good start – photos, objects on walls, even the screen saver can tell you a lot. Start slowly with some questions and gauge the reaction. There is truth to the adage about staying away from religion and politics. Is there a topic that always brings a smile or a comment? Many executives are actually very shy people (even the big mouths). Others are private. Remember the higher up, the more isolation and the less people know about the real person. People think they are wasting time with small talk. It is valuable when done appropriately and with a respect for time. It is how you build a relationship and relationships are how you build a career. Statistics show that top achievers spend 10% of their work time building relationships, many of them upward.

Let your boss know you. There is nothing more awkward than a plane ride, lunch, or even standing on line with someone who knows nothing about you at a time when talking business is out of the question. Offer a glimpse into your life. It doesn’t have to be particularly revealing but sharing the fact you saw a great movie, that the skiing was the best last weekend, or saying how happy you are that your child’s team made it to the finals feeds a conversation. Asking for advice, maybe about a good place to eat in a certain city, is flattering and not invasive. All of this shows another dimension of you, a willingness to be open and throws out some conversation starters. Also, what does your workplace say? If you want it to say “I am professional and have a life” carefully select items that reflect you “the business person”. No one wants to see photos of you in a bathing suit (I promise), your kids maybe, but not you. On the other hand, if you have a wonderful collection of vintage pens display them proudly. Note – people who have nothing in their offices always made me think they were on the verge of quitting or not planning to stay long. Move in; look like you are planning on being part of the team.

No surprises. I was in the habit of saying to my employees, “The only surprises I like are in blue boxes with white ribbon that say Tiffany & Co. on the top.” Everyone likes to deliver good news. Be the one your boss knows will tell him/her before disaster strikes. The worst experience is hearing of a problem from above because no one informed you. Tip: When bringing bad news, have possible solutions in hand so the focus leans forward, not on blame. Whenever possible give bad news in-person. It is easier to measure the impact and shows courage and responsibility. Face-to-face also affords you the opportunity to be part of the rescue squad. Be careful how you phrase bad news. It is what it is so don’t “sandwich it” with small talk or irrelevant information. Attempt to be neutral about the message and keep it factual. If at all possible, do not deliver surprises to anyone just prior to a big presentation or meeting unless it is relevant to the moment.

Know the biorhythms. Your boss’s and yours. If you are an owl and your boss is a lark figure out what is a time that is best for both of you. Try for those times when scheduling meetings and phone conversations. There is nothing worse than a cheery person in the morning when you are not a morning person. Or a person running down the hall to talk with you when you are catching a late night train.

Take what she hates off of her desk. All of us have tasks we hate to do. Figuring out what those are for your boss will make her happy and will give you less grief. When I say “take it off her desk” I don’t necessarily mean you do it, but figure out a way to get it done or make it easier for her to do it. No one knows all the ins and outs of every application. Share your knowledge. The more free time your supervisor has, the more quality time you will get.

Schedule time together. It doesn’t matter whether the person you work for is down the hall or on another continent, having time together to agree upon strategies and tactics as well as keeping each other informed is essential. E-mails are the easy way to avoid conversations and delay buy-in. Regularly scheduled time together is best. Request the slot. Offer to set the agenda and honor the time limit. Never underestimate the quality of time on a plane, in a car or before a meeting.

Self-evaluations are important. If you work in an organization where self-evaluations are part of the performance appraisal process, know how influential they can be. Also know that most executives hate writing performance evaluations and are terrible at doing them. This is why you must invest time and effort in writing yours. I cannot tell you how many times I saw my exact words reflected on the final document. Speak in measurable terms; focus on the highlights not a laundry list of completed tasks. Always show how the team, department, organization and, of course, your boss, benefited from your stellar work. Give your supervisor talking points that will make the compensation committee conversation easier and more financially rewarding. Note: Self-evaluations are much easier to write if you work on them throughout the year. Keep notes in a file and then refer to them when the time comes. Do this at least once a month and included praising e-mails and articles you wrote.

Praise publicly and argue privately. This adage is true for couples, parents, as well as you and your boss. The attribute most desired in employees is trust. Not that you have to agree but that your boss knows you will not shoot down an idea or argue a point at a time he will lose face. Does that mean you lie or deceive, of course not. What it does require is for you to disagree one-on-one or with the knowledge that you do not see things the same way. The weaker the leader, the more you have to watch for this. Holding back is not an option.

Encourage your supervisor to market you. I was happy to have mentors but always better compensated when I had a sponsor(s). A sponsor (not the ones in AA) is someone who pounds the table in your defense when you are not present. She advocates for your promotion and negotiates the best deal for you when the sharks are circling the bonus pool. Don’t assume anyone is spending too much time thinking about your career. They’re focused on their own. But there is a way for you to get someone to sponsor you. First of all, ask for what you deserve and have earned. Acknowledge to your boss that she has the power to influence the decision. Ask how you can help her do the marketing – talking points, images, direction. Let the person know you trust they will be pushing for you and how beneficial it will be for both of you. Never threaten, let them scare themselves.

Develop a solid relationship with your supervisor’s assistant. Never under estimate the power of the executive assistant. She/he is often the eyes and ears of an executive and his/her opinion holds and wields considerable weight. Assistants are gatekeepers, timekeepers, calendar rulers, the image maker and the informant. Many executives, including myself, have no tolerance for anyone who even tries to abuse their assistant. Build a relationship, show respect for the position and acknowledge the influence.

Do you work for:

A micro-manager? Micro-managing is a form of control and people who feel a lack of control need assurance and re-assurance. Keep in mind that changing this behavior is very difficult and that some people have been forced to micromanage because they have been let down by employees in the past. Suggestion: At the beginning of each project agree as to how you will keep your boss informed. Over communicate. Send a daily e-mail, share the file online, or leave a voicemail, whatever will assure the person “I am on top of the project, everything you expected is being taken care of and I will let you know if anything changes”. Stick to the format no matter how boring or wasteful it seems. Start using phrases like “you can trust me to”, “let me assure you”, “you can count on me to…”. Keep in mind that for a person like this to trust takes time and positive experiences. In the meantime try to remember a situation when you attempted to control something — How did it feel? What made it easier to deal with? What kind of project or person makes you want to micromanage?

The Super Critical Boss? There is nothing wrong with constructive criticism; in fact it is often the best teacher. But what about the manager whose message is always “nothing is good enough”? Not to get too psychological with this but we know it is really his/her problem and probably one with a long history. So first and foremost you have to filter the criticism. Repeat to yourself – “This has nothing to do with me as a person”. Stating the obvious can be very beneficial. Try a technique coaches use when a naysayer is in the group- predict the behavior. “Now, I know you will spot the problems but I was wondering if you can share the pluses?” Some companies schedule supervisor reviews or 360 degree instruments. This would be a time to identify the problem. I have never seen a situation where the super critical boss picks on only one person. If you are experiencing the pain, so are others. So again, don’t take it personally. If the criticism is unbearable and it appears nothing is going to be done to rectify the situation I say “get out” – get a transfer or find a new job. This kind of environment is toxic.

The Do-Nothing Boss? First of all make sure you are right. Many executives are responsible for work that they do not share with their employees and are actually working on things divorced from you. Assuming this is not the case, you must first decide if this is such a bad thing. I have had supervisors who created more work for me when they did something than when they didn’t and generally it was useless fluff. Next, understand the politics. Why might this be tolerated by senior management? Some organizations are paternal to a fault; others have more important things to watch (a good indicator that you need to move to a more dynamic place internally or on the outside). If your boss is the dumb, unemployable daughter and you are in a family run business you have your answer. If none of this is true, you need to get your mark on everything you do. Just because someone does not work does not mean they don’t take the credit. Write the memos, start saying “I”, deliver the presentations so that it is clear you are the author. While this is going on strategize getting away from the do nothing-boss. The last thing you want is to be associated with the department. Start shopping for “new and more challenging situations” and do it soon.

Here is your assignment:

Step 1 - Monitor the amount of time you spend building relationships with your supervisor or other people of influence.

Step 2 - Look for opportunities to increase the quality and quantity of time growing work relationships.

Step 3 – Increase your contact by 10%

Step 4 – Figure out which profile best fits your boss and apply some of the tips discussed in the description.

Step 5 - Which profile is the way you manage?

Steps 6 – 15 – Choose one “Action Tip” each week and apply it to your repertoire.

ExecutiveCoachNY: Career strategies for the competitive edge

Having difficulty starting or completing this assignment?
Seeing yourself in many of the descriptions?
Want to get sustainable results in terms of
salary, promotion and less stress?

What to do?

Contact Jane Cranston, at ExecutiveCoachNY.
Schedule a free get-acquainted appointment.

Jane Cranston is an executive coach and management consultant based in New York City with clients nationwide. She coaches individuals and teams to enhance their people management skills and gain the competitive edge at work. Clients who work with Jane report receiving higher compensation, increased recognition with less stress and greater ease.

Jane brings 20 years of senior corporate experience as well as the satisfaction of opening 3 successful businesses. Trained as a coach, clinician and educator she shares with her clients her education, training, job and life experiences, as well as the tools and assessments to make the coaching experience focused, relevant and rewarding.

She can be reached through her web site ExecutiveCoachNY.com.

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