Performance Evaluations Aren't Always Difficult Conversations
Difficult conversations are a common occurrence in our lives. They can happen when we are young and confess our wrongdoings to adults or when we are older and discuss sensitive issues with family members or colleagues. It is important not to avoid these situations as they offer us an opportunity to improve our communication skills and become better leaders.
As leaders, we must remain open and attentive during difficult conversations, especially performance evaluation discussions. We need to pay attention to not only what is said but also how it is said, and what is not being said. We must listen carefully to the energy of the speaker's voice and the words used to describe the context or situation. Stronger words used to describe a feeling or emotion may indicate an emotional attachment rather than an objective viewpoint. We should not respond emotionally but instead, respond as astute professionals with a strategic mindset. As we work globally, we must also be conscious of words that are professionally acceptable in one country but deemed unacceptable or offensive when used in a country with a different cultural context. For example, some business jargon is fine in the United States culture, but the same words are offensive in the business culture of the United Kingdom where English is the dominant language in both countries.
Leadership requires us to be relationship builders and bridge connectors. We need to practice and perfect these skills. It is important to remember that we all fall when we take our first step as babies, but we must get back up and try again so we can learn to walk. This applies to most things in life, including difficult conversations.
Leaders provide direction, act, and create opportunities that support the development and advancement of other leaders. Leaders are responsible for those they lead; therefore, they should participate in conversations to raise awareness for the benefit and growth of others.
Unfortunately, most leaders cringe when it’s time for performance evaluation discussions. The concept has been given a poor reputation over the years for good reason. It has been poorly executed for decades. However, I eventually decided to experiment and approach it differently. What if I referred to it as ‘Brag Moment Meetings’ instead of scheduling it as a ‘Performance Evaluation Meeting’ on my team member’s calendar?
In these meetings, I wanted to hear about their wins, observances, discoveries, and best practices that could potentially be incorporated team or organization-wide. I wanted to hear what was working well for each of them and what we could do within our sphere of influence to improve operations, policies, or practices. Then we can have coaching conversations around the impressive things I observed about their leadership, work performance, and feedback from their internal and external stakeholders before developing a plan to make improvements, shift behaviors, create a more positive work culture, and hold each other accountable with collaborative action plans.
When I made a simple change by renaming our meetings, my team members were excited and could not wait to tell me about things going significantly well for them. They were anxious to take deep dives, ask questions, dialogue about their observations, or suggest changes. Our conversations became more robust and engaging with excitement and positive energy. We were sharpening one another and growing as leaders.
What simple changes can you make as a leader to increase your influence, engagement, and persuasion with others collaboratively?
More information on communications and difficult conversations is included in my new book titled, "THINK Globally LEAD Strategically: A Christian Guide to Building Effective Leaders." ~ Dr. PMaddox