The times are a changin’ and never more dramatically than in the employee performance review model. While the annual or semi-annual performance review is not yet a fossil, the dinosaurs are disappearing as more businesses shift to continuous feedback types of performance reviews.
Employees waste an average of $1,500 and an eight-hour workday for every crucial conversation they avoid.
You've just spent $1,000, $10,000, $100,000 - whatever amount - on a leadership development program to teach your managers and leaders to communicate better with others, to lead situationally, to give better feedback, or some other relevant topics that you believe will positively impact leadership, productivity, turnover and engagement at your organization. The happy face feedback is spectacular - a roaring success.
Now the real work begins. How do you keep this work alive in your culture? How do you avoid the one and done experience, the one where you look around months later and notice, gosh, nothing has changed?
We all have a trigger that can prompt us to act in a childish, unbecoming, rude or even hostile way for that matter. Feeling a loss of control over a situation, dealing with giving or receiving challenging feedback, overwhelmed by the sheer amount of work ahead. For me, one of my triggers is what I consider “insufficient think time” to process my thoughts and experiences. Admittedly, I tend to appreciate time to think (read overanalyzing, sometimes to the point of analysis paralysis.) Generally, I consider myself self-aware enough to do a decent job of managing my emotions and reactions around this stress trigger of mine.
