Nov 2, 2007
Annual Review & Job Performance – - It’s not about your weaknesses
Is it time for your annual review? Some large organizations have performance reviews for all employees at this time of year. If yours isn't imminent, it will be here soon enough. It's a scary time for people because performance reviews can feel more like a demoralizing session than anything. Don't buy that – criticism, pointing out 'areas for improvement', and focus on the negative are not the right angle for performance reviews according to many performance experts including Marcus Buckingham and the master of management, Peter Drucker.
Performance comes from people doing what they're good at over and over again. Like Red Sox who practice hitting for hours a day, not only are they repeating what they're good at, they're getting better at what they're good at doing. Red Sox have training camp and continue to have practice throughout the season to keep their skills honed. They don't learn how to swing the bat then consider themselves the master of the sport. They get the basics then do drills to achieve mastery. 
Similarly,
turn the spotlight in your review to the list of things you do well in the job. Exchange ideas with your staff, if you're the boss, or your boss if you're the employee, regarding your contribution. Review why you were hired, what you bring to the table, and where you're making a positive impact. Then, make a plan to enhance your skills, knowledge, and ability in those areas so your contribution grows. Develop your practice plan and special training drills. Find a coach to bring the best out of you – that could be your boss, a trainer in a class, books, videos, or a myriad of other things.
Drucker (read his book The Effective Executive) and Buckingham (The Power of Full Engagement) point out that spending time on our weaknesses is a waste of time because we all naturally have so many. If we keep focus on our weaknesses we get more of those weaknesses – just like the batter in the cage, you get what you keep your eye trained on.
Follow the advice of those who study performance – be good at what you do, focus on it, and work to be better!
Similarly,
turn the spotlight in your review to the list of things you do well in the job. Exchange ideas with your staff, if you're the boss, or your boss if you're the employee, regarding your contribution. Review why you were hired, what you bring to the table, and where you're making a positive impact. Then, make a plan to enhance your skills, knowledge, and ability in those areas so your contribution grows. Develop your practice plan and special training drills. Find a coach to bring the best out of you – that could be your boss, a trainer in a class, books, videos, or a myriad of other things.
Drucker (read his book The Effective Executive) and Buckingham (The Power of Full Engagement) point out that spending time on our weaknesses is a waste of time because we all naturally have so many. If we keep focus on our weaknesses we get more of those weaknesses – just like the batter in the cage, you get what you keep your eye trained on.
Follow the advice of those who study performance – be good at what you do, focus on it, and work to be better!
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