
This is such an onerous task for managers that there are books and videos and how-tos about "delivering effective feedback". I was regaling Bill with some dos and don't of delivering effective feedback (since I had viewed a video just 3 hours prior) last night at dinner. After laughing about it, we then looked at each other sheepishly with what I can only characterize as "recognition". We both agreed that we could use help in this area. One thing about Bill, he is self-aware. He knows his short-comings (no pun intended) and is always willing to try to improve. I'm much more reticent about change...yet another thing I have to work on. Usually those management books make some sense, but the managers who need to learn from them do not READ them. They either blunder through the review (making the work relationship worse) or they avoid it all together - leaving the employee feeling un-appreciated and forgotten.
There is, however, one easy way to fix this problem for managers. And, I have figured it out. Make sure your team members (a) like their jobs; (b) are professional; (c) are good at what they do; and (d) are smart. That's the secret to my success. Oh, and we conduct our reviews over breakfast. Whoops - forgot one ... (e) think breakfast is the most enjoyable meal of the day!
Come to think of it, maybe I don't have to change at all.
I used to work at the Niagara Gazette and we had to do performance reviews and I hated it, hated it. I thought it was so unnatural and weird and when I got out of there I always felt as if I wanted to wash out my mouth. When I got to The Buffalo News one thing I could not believe my luck, that there were no more performance reviews.
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