By Stephen Giordano
I know that many managers, myself included, can create a multitude of excuses why not to hold six month reviews with our staff members--the time it takes to prepare and reflect on the past six months, the time it takes to hold the discussions, the myriad of other activities that populate our to-do lists, the clients that need our attention, the projects that we have due. The list goes on. At the heart of it though is the critical question - Are our people worth our time? - and the answer is unequivocally yes.
People want to hear how they are doing. They want to be engaged. They want to know that their work is noticed. And, yes, they also want to know if they are off track or not performing to standard. This conversation helps to make people feel significant. When we are made to feel this way, we are motivated. We become engaged at a deeper level and we become more committed to that which fuels this fundamental need. An effective six-month update can last 30-40 minutes and requires an average of 15-20 minutes to prep. That's one hour.
ONE HOUR that can revitalize a person's performance and give a much-needed boost to their stamina.
There is an added benefit. There is a lot of uncertainty out there in the workforce. On a daily basis I have at least three conversations with people who wonder if their jobs will exist in the next six months. I sometimes wonder what percentage of people have this thought at least three times a day. That makes for quite a distraction, which certainly impedes the focus on their work. It chips away at morale and spreads uncontrollably through businesses and organizations. How many people have the opportunity or the forum to voice these concerns with their managers? These six-month conversations give you the perfect opportunity to allow your people to vent and relieve some of the stress they might be carrying that's related to this feeling of doubt.
This is not an easy conversation if you feel like you have to have all the answers. Let me take some of the pressure off for you: you don't. What you need are a few good questions to begin the conversation like, "What are some things that have been on your mind?" or "Thus far, what's been a distraction for you this year that wasn't an issue last year?" or "Do you have any concerns about the next six months?", and the openness to listen without judgment. I often tell people up front in these types of situations, "I may not have an answer for you at the end, but I'm happy to explore what's on your mind." This candor is greatly appreciated and the person is rarely deterred.
Comments