Last month I ran a short question and my short response to a reader looking for a “’best practice’ in the area of teaching managers how to have effective performance review conversations….not just with poor performers but with all employees.” You can read this item here.

After reading this exchange on my blog, a (clearly experienced and knowledgeable) visitor left this post:

“Couldn’t agree more that it is often a combination of a number of things that make having that performance conversation that is truly effective.

First, getting to know your employee helps to find what motivates them, how they like to be recognized for work well done, what type of training they like or get the most from, making sure they feel some ownership of the review process. Including how they will be reviewed.

Second, having clear responsibilities and expectations understood by all helps with communication overall. This allows more productive two-way communication throughout the year. This communication helps the employee see you in a ‘coaching role’.

Third, having that culture that nurtures employees as resources. They are your most valuable resource. Having them set and achieve goals (specific, measurable, attainable and realistic goals with clear start or finish timelines work really well).
I personally like the 360 review process and it has worked well in many of the organizations I have used it in.”

Short and right on! Here are three articles from the Growing and Developing section of our web site (two are excerpted from The Leader’s Digest) that expand on the vital leadership skill of coaching. Click on the title to read the full article.

A Coach’s Playbook for Leaders
Effective managers bring out the best in their people.

Growing Others into What They Could Be
A leader sees people as they could be, seeing beyond current problems and limitations to help others see their own possibilities.

Leaders Give People Space to Grow
Leaders treat each person in their organization as an individual with his or her own unique aspirations, strengths, and characteristics; and then work to put people in the best place for them to thrive and succeed.