“How am I doing? The Case for Job Performance Reviews” personal stories

This week’s personal stories will focus on my earlier blog concerning job performance reviews, and about their history:

The history of these reviews is not a good one, from those who delivered them and from those who were on the receiving end of one. Those who delivered them were often disappointed, even shocked at times by the employee’s response. Those receiving them were, at times, surprised, shocked, and
disappointed. Quite often these reactions can be laid at the feet of managers:

o Bringing up old issues that have already been discussed
Bad managers can’t seem to discuss an issue with an employee, gain agreement on solving it, and move on. I experienced more than one manager who would continue to refer to a previous problem with the employee. Their action lowered morale, and fostered anger and mistrust.
o No list of items to be discussed were given to the employee ahead of time
A very common occurrence.. Every item to be discussed in a review needs to be communicated to the employee days BEFORE a review.
o Employee was not allowed to prepare
I remember stories by employees who said they were not given time to prepare, and were told of their review the day it was to occur. It created fear, and mistrust.
o An atmosphere of trust, and empathy did not exist
Managers who display these qualities need to find another line of work.
o Poor leadership skills existed
Unfortunately I can count on one hand the number of good to great managers who demonstrated leadership skills. Most managers I dealt with were more interested in pleasing their bosses than supporting, and providing positive influence to their employees.
o Forthrightness had not been developed between the two
o Since poor leadership skills were more prevalent than not, honesty and openness did not exist.

So why conduct them? To be forthright I would not conduct them if trust between boss and subordinate do not exist. When I saw managers “kissing up”, and demonstrating C.Y.A. behavior, it’s no wonder that productivity, trust, open communication, and passion are absent from the workplace. When I refer to workplace I’m also referring to business, and other organizations; churches for example.

Characteristics of bad management:

Over-sensitivity: “I know she’s always late, but if I raise the subject, she’ll be hurt.” An inability to be direct and honest with staff is a critical warning sign. Can your manager see a problem, address it headlong and move on? If not, problems won’t get resolved, and they’ll grow. When managers say staff is too sensitive, they are usually describing themselves. Wilting violets don’t make great leaders. Weed them out. Interestingly, secrecy and over-sensitivity almost always travel together. They are a bias against honesty.

Next: “A Leader’s Range of Decision-Making Options” personal stories

Author: maxbinkley

Creator of Leadership to the Max My experience in the military helped set the career path for me in human resources. After the military I worked for The Dow Chemical Company and left there in 1993 to venture out on my own. I purchased a small business, then a franchise then started another business in semi-retirement.

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