Writing a Quick, Impactful Performance Review

Performance reviews are some of the most dreaded times for every manager. They can be raving successes or miserable failures depending on how they are delivered and how open the person is to receiving feedback.
The two key steps to starting off on the right foot are to: 1. Write a concise and impactful review and 2. Deliver it with style.
First, let's look at the writing portion.
As you sit down to write your latest performance review, try to see the whole picture of the person, remember both some great successes as well as some missed opportunities. And follow these quick content tips:
1. Realize the person can only absorb one or two development points.

• A list of 10 development points will end up as a vague generality of "bad performance review".
• Don't bite off more than you can chew. The biggest mistake made in giving feedback is trying to tackle every problem or the whole picture in one meeting. This overwhelms and upsets the person. Better to make progress on one small part than no progress at all.

2. Be specific.

• What action do you like/not like?
• When did it occur?
• What effects were created?
• Avoid generalities like "Everyone thinks you are stubborn." This is not actionable feedback.

3. Balance positive and negative feedback.

• Consistently negative feedback turns people off and will close off communication.
• Some positive feedback is important to give the person motivation. However, for some personalities who want to know "the bad news" first, put it first to make them happy. Don't just couch "the bad news" in the middle of the good news.
• Make sure you mention specifics of the good points about the person otherwise the person will think you are flattering or pandering and trying to soften the blow. Bring up specific instances where things went well.

4. Give good reasons.

• If you want some behavior or attribute to change, explain to the person WHY it is vital to change this attribute.

5. Create a plan.

• Many people would like to change but do not know HOW. Help the person see how subtle shifts can create different effects. Give short step-by-step ideas for changing the behavior.
• If you aren't sure how to make a good development plan, get help from a coach or HR professional. There are myriad tools for writing good development plans.

Now, with your well-written review in hand, take it to the person and have an honest discussion. Use the written review as a jumping-off point for a talk about how to make the situation more workable for everyone. Set the intention of the conversation to be one of mutual understanding and improvement. Assume the person might be a little defensive and prepare for it. When the defensiveness arises, simply listen and acknowledge the person. After all, it's easy to understand why performance reviews can be a little touchy, isn't it? See it from his point of view and respect his points. Then get the conversation back on track and finish with something the person feels he truly can do to make the situation better. Then, it's a win-win.
Here's to successful, actionable performance reviews!

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