Get Started for FREE
Sign up with Facebook Sign up with Twitter
I don't have a Facebook or a Twitter account
 Your new post is loading...
Your new post is loading...
Scoop.it!
At their most primitive, reviews offer documentation of company communication to the employee. At their best, however, they facilitate an ongoing conversation between supervisor and employee. 
No comment yet.
Sign up to comment
Scoop.it!
There's a difference between asking employees for feedback and listening to them. Learn how to apply active listening tips to employee engagement surveys.
Barry Deutsch's insight:
In my webinar/workshop on Managing Remotely in a Crisis, I've been talking about the need to extend 1-to-1 coaching sessions throughout the entire managerial ranks.
One of the issues that surfaced with a group of CEOs the other day on one of these workshops was that they felt personally they were a poor listener and that the management team had no idea of how to listen effectively since they had never done any training.
This is a good reminder of the key elements of effective listening. It's very hard to coach when you don't listen.
|
Scoop.it!
Ask your people what they want. They’ll tell you, if they feel safe to.
Barry Deutsch's insight:
In my workshops on raising engagement and productivity, I talk about the need for leaders to show empathy in their coaching by asking questions. Jay Steven Levin posts some good ones in his recent Forbes article.
I call this type of dialogue an LIB discussion - learning, impact, and becoming. The technical HR term for the discussion is a stay interview.
Regardless of what you call it - are you as a leaders asking these questions? Are you afraid to ask the questions? If you're not doing it as the boss - everyone else is trying to hook your top performers by engaging in this conversation: former associates, recruiters, and friends. Don't you want to in the drivers seat determining whether your top performers think the grass is greener somewhere else?
|
Interesting article in Forbes regarding the annual performance appraisal process. I've been recommending in my workshops on Feedback and Performance Management that companies should kill this sadistic exercise and move toward regular coaching conversations. The problem is that most managers don't know how to coach - so their focus is on highlighting the negatives in the annual performance review. Why don't we teach our managers to coach?