Page 20 - Twenty Four Lessons for Mastering Your New Role

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Review performance once a
year
Review performance
regularly

Most employees hunger for information on how they’re doing.
They want a boss who administers regular performance reviews—
and provides a thorough, thoughtful evaluation that’s constructive
and well supported.
Many new managers dread performance appraisals, especially
when meeting with employees with poor or inconsistent perform-
ance. What’s worse, the review process in many organizations is a
burdensome administrative task that requires reams of paperwork.
Formal performance reviews become easier if you informally
update employees about the quality of their work throughout the
year. If they know on any given day what they do well and what they
need to improve, then there will be few surprises during your regu-
larly scheduled appraisals.
Balance strengths and weaknesses when reviewing someone’s per-
formance. Don’t go overboard in either direction. If you dwell on
employees’ defects, you may overlook what they do well and deaden
their spirit. But nonstop gushing can lead workers to conclude they can
do no wrong in your eyes. Aim for at least a 3-to-1 ratio of pointing out
what’s right and what’s wrong about an individual’s performance.
Stick to the facts. Describe performance based on what you’ve seen
firsthand or solid evidence you’ve collected. Give dates and times to

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