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Get Your Facts Right When You Hold Performance Appraisals
Proper use of facts when you talk about performance sets the scene for rational, safe and constructive discussion. Preparation of facts before opening a discussion on performance is an essential first step toward a good performance appraisal.
Problems arise when a manager opens a conversation on performance with an emotional accusation and does not make the facts clear. Afterwards he thinks the problem has been addressed, when all he has gained is a demotivated employee.
Consider what should be a straightforward conversation between a manager and one of his people about use of an office telephone for private calls. The manager knows that the employee is aware of the limit on personal calls. They have spoken about it before. The facts are clear. The manager is looking at a phone bill that is ten times over the limit. He is furious.
He goes to the employee at his desk in the open plan area. What is going on here, he says, raising his voice, and waving the telephone bill in the air. This is ridiculous! You know the rules! People close by look up.
The accusation is unmistakable. The employee defends himself, says he did not know that he had made so many calls, and that he had forgotten about the limit. He mumbles something about being sorry and that he will not do it again. He goes back to work. The manager thinks that because he has spoken to the employee about the problem, he has solved it. But the employee, instead of thinking about his use of the telephone, is feeling angry and resentful about the way his manager accused him in front of his colleagues.
Consider how the conversation sounds when the manager uses the facts to hold the employee accountable. Calling the employee to his office, he says: We need to talk about this telephone bill. He puts the document on the desk and introduces the three key facts.
I have told everyone about the limit on personal calls.
Last month I pointed out that you had gone over the limit.
This month,here are the figures,you are nearly ten times over the limit.
With the facts on the table, he says: I am really concerned about this. When we talked about it before, you undertook to limit the number of calls you make. Then he invites the employee into the conversation, to account for his behaviour. He uses a simple, open question: What is going on?
With this approach, there is no accusation, and nothing is said that creates defensiveness in the employee. With the facts on the table, the accountability cannot be avoided. The conversation that follows has a good chance of uncovering the whole story and the manager has the best chance of gaining commitment from the employee to change his ways.
When you want to get to the bottom of a problem, you need to create a conversation in which the other person feels safe to speak up. If you start out with an emotional accusation, you do not create a safe environment for open dialogue. Open conversations with facts: they make it safe to talk.
About the Author Maureen Collins trains people how to handle difficult conversations, on difficult topics, with difficult people in her consulting practice, Straight Talk. She has a B.Sc. degree in Psychology from Edinburgh University and over 25 years of consulting experience. She consults in communication in the workplace. Go to http://www.straight-talk.co.za for free downloads and Straight Talk Tips.
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