By the time the annual or biannual meeting rolls around, there shouldn't be any surprises and you shouldn't need to dwell on the past. This is when you talk about what's working and not working, what your employees are struggling with, and how they could use your help.
The Fix: If you're not already, start checking in with employees weekly or biweekly to talk about their projects. "The score of the game serves that purpose." "You study the films to figure out what you'll do in the upcoming game, not to evaluate how the last game went," he says. Instead, bosses often save up the good and the bad for one annual conversation way too late to be meaningful for the employee.įeedback should be a precursor to a great performance, like studying game films in sports, says John Foster, head of talent and organization at design firm IDEO. The annual review has become an excuse for managers to skip the ongoing feedback that is necessary for an employee’s personal and professional development. When you sit down to review an employee, how much time do you spend going over events that have already happened? Here’s where the traditional review reveals how you, the manager, are falling short: If you’re still trying to cram a whole year’s worth of praise and constructive criticism into one meeting, you’re probably shortchanging your employees on feedback during the rest of the year.
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