Surprisingly, leaders are discovering that most performance is staying steady or even improving as their teams work almost exclusively in virtual environments. As organizations continue to decide when and how to return their teams to the office and who will continue working virtually, feedback about “how am I doing” is even more important.
Performance discussions, regardless of the setting, can be the most feared and challenging discussions for a leader to initiate. However, if a few sound coaching principles are applied, these discussions can positively impact everyone.
Let’s compare how coaching sessions are typically different from performance management discussions. When leaders learn to coach (using the same evidenced-based model as professional coaches), leaders are encouraged to let the client drive the agenda, define the goals and what steps they want to take to achieve the coaching conversation outcomes. In our Leaders Who Coach program, leaders learn to use this coach approach to empower and develop others.
Yet, most performance discussions are the exact opposite – they are led by the leader and focused on the leader’s key points and perspective. Accountability for improving or “fixing” performance is usually a matter of debate – the leader often feels overall responsibility for performance and sharing feedback while simultaneously wanting the employee to take ownership for the feedback and improvement.
Here are three principles that will help your performance discussion be energizing and successful for you and your team members. They can also help reduce the added tension and change the tone of these discussions.
Principle #1 – Share Accountability
- Recognize that a performance discussion (and outcomes) are a shared responsibility. The leader does have a responsibility for clarifying and sharing performance data and feedback. The employee also has a responsibility for reflecting on and assessing their own results and taking a hard (maybe unflattering) look at their development needs as well as strengths.
- Both parties must express openness – a willingness to listen, explore and understand the other person’s perspectives.
- Control of the performance process – the leader must be willing to give up some control. Share documentation and preparation responsibilities so that ownership for the meeting and results are shared.
- Finding a good balance in sharing accountability may take some time and practice – every person’s situation will be different, that’s OK!
Principle #2 – Ask more then Tell.
- For the leader, rather than start with sharing a list of the employee’s accomplishments and misses for the past year (or review period), or what other stakeholders shared in terms of feedback, ask the employee to summarize their past year – what did they see as their accomplishments or missed opportunities? What was most significant to them? What did they learn, or struggle with? What would allow them to be even more successful this next year?
- When you ask “coaching” questions, the depth of insights and self-analysis might surprise both of you and lead to a far richer discussion. Effective open-ended and “how and what” questions combined with reflective listening, are two of the most powerful coaching skills.
Principle #3 – Be Supportive and Encouraging
- In most situations, performance discussions are meant to acknowledge results and drive improvements in ways that help the person (and ultimately the organization) to grow and achieve their objectives. However, many times a team member walks away from a performance review confused, discouraged or deflated.
- A coach approach enlists the skill of envisioning a better future. Coaching studies show that focusing on a “better or ideal” future can instill hope and desire to make changes. When you offer support and words of specific encouragement, you create a positive atmosphere in which others are motivated to stretch and make progress.
- Be genuine and tailor your remarks when you support and encourage the person. Again, ask them what they need and what would be helpful. Don’t assume you know.
By applying the three principles above, performance discussions can become a more enlightening and engaging experience for both the leader and the employee – a time to focus on the future opportunities rather than the dread of just hearing what’s wrong or needs fixing.
Finally, although these conversations are best conducted in person, virtual conversations have become more of the norm (see our previous post). Consider that the intensity of emotions or inhibiting effect of virtual coaching may require a slower pace (perhaps more than one meeting) to allow interactions to be felt, heard and acknowledged. Rather than delay or avoid the conversation, use these principles to plan your conversation. Create opportunity not dread.
