One of the most delicate moments for every worker is when the performance evaluation arrives, which is that meeting in which your boss tells you how he values your work.
Recently one of my coachees; a tireless worker with a very positive attitude in his work, told me dismayed that he had received rumors that he would only receive 5% of the annual bonus. Although it was not official information, it had been enough to undermine his motivation.
For leaders it can also be a complex situation, as it sometimes involves having to tell uncomfortable truths to their employees. What happens when the worker’s performance does not correspond to what is expected? How to communicate it without affecting your commitment? How to continue creating a working environment of mutual trust and growth?
In these cases I recommend establishing the difference between judgments and facts. Judgments are opinions that often lack rigor, they are simply assessments that if not properly substantiated can lead us to make wrong decisions. An example of judgment would be, “John is inefficient.” To know if this judgment is correct, it would have to be validated with facts. And dig deeper: What do you mean by inefficient? What should I do to stop being inefficient? What are the causes of its inefficiency? What are the effects of its inefficiency? How can I help, as a leader, to improve your results?
This last question is very important because it places the leader in a role of “service” in which he lends himself to provide the necessary help to the collaborator to facilitate his development and progress. It is what is called a leader-coach, which is the one that helps others to develop positively and generate a more human and at the same time challenging work environment.
What is your experience with performance appraisals?
Tell me about your experience!
