How to Review a Human Part 4 of 4: Give the Review Away
One of the most important elements of any review conversation is what happens afterwards. Whether it was a conversation about compensation or caring, a difficult conversation or a celebratory one, most reviews die the moment they're over.
The typical review lacks the most important step: moving the conversation to a place where the individual has taken personal ownership and accountability around the messages.
A review that doesn't lead to positive behavioral change is a waste of time. Even if your employee agrees with the performance messages, that change will only occur because of one factor: who owns the need for change?
Before your next one-on-one, ask the individual to rewrite their review using their own words. Here are five questions you can invite them consider:
- What do I agree with? Why?
- What do I disagree with? Why?
- What do I think is missing from the report in terms of context or other relevant factors?
- What's the thing I most need to work on? Was I aware of this before? How would staying at the same level on this issue impact me professionally and personally?
- What is my plan to make a meaningful step forward on this growth theme in the next 90 days?
Getting your review conversations right takes effort, time and attention. By investing your energy in the process and using it to drive personal growth on your team, you'll be doing something far more important for the organization and far more valuable for your career: becoming the leader your team is waiting for.