Feedback

Challenging the Effectiveness of the Annual Review

Performance reviews seem to have little connection to real feedback. I know that sounds ridiculous. For years, I would receive a performance review and a meeting with my manager that left me saying “now what?” It seemed for many of my managers, this was an exercise in checking the box. The company had a review cycle, and everyone got a review. Was the organization truly invested in creating a culture of feedback? Looking back on it now, the answer is a firm, no.

Creating a culture of feedback takes effort and intention. It has to be a “front of mind” concept as opposed to a passive activity. As our demographics are changing and the needs and desires of younger team members are considered, we need to re-examine our approach to feedback. Feedback is fundamentally about growth and development. For those you supervise and for you too. To create a culture of feedback, consider the following:

Take the good with the bad.

Hopefully, there is not a whole lot of bad, I would say, corrective feedback. We often only think of feedback in a negative context. Positive feedback is critical to growth. In fact, research shows that you need a 5:1 ratio of positive to negative comments to begin creating that culture. However, avoid the Feedback Sandwich. It doesn’t work. If there is positive feedback, give it. If there is a piece of negative feedback, deliver it. Linking them and trying to make the negative more palatable will still leave a bitter aftertaste.

Performance reviews should be a familiar recap.

My manager for three years would slide my review across his desk each year and casually ask me to sign the document for submittal. At the time, I felt shortchanged. There was no big conversation. Looking back, I can see that we were having conversations throughout the year and any behaviors or needs were addressed in real time. Small corrections call for small and manageable solutions. The annual review was merely a recap and no new information was in the report. Without knowing it, he had created that feedback culture – at least with me – that made the review almost perfunctory.

But my company does not have a culture of feedback.

I have heard this many times from managers and supervisors. My advice is that they can create that culture for their team, whether that is a project team with disparate members or direct reports. You can start small and implement the feedback strategies even if your organization does not formally advocate that approach. It will bring a sense of caring for those getting feedback and hopefully you will get loyalty and engagement in return.

Giving effective feedback is not easy. It will feel strange at first. As you get more comfortable and confident the quality and results will grow. And, if you want to talk about giving and receiving feedback, I am always available for a call.

Michael Riegel

MRiegel@AECBusinessStrategies.com https://michaelriegel.substack.com/

516-238-0859