Performance Reviews and Leadership: Questions for Raters

As I spent most of the past week preparing performance reviews, it struck me that this is the very thing I was taking a break from doing 5 years ago when I decided to start up this blog and write my first post, It's So Hard.

Let's talk about hard. It's all relative. It's not the mechanics of reviews that are hard; it's the leadership reflection that can come with it. Writing a review is much more than crafting words for a page. At times <for me> it is nothing less than a review of my leadership.

What does that look?

Not really. Nor is it a crazy-haired psycho reliving each and every exchange or complete calm sitting cross-legged on a pillow with incense in the background.

It's more often me, with a cup of coffee and something Panera, asking a bunch of questions, questions I'd ask myself regardless of whether or not performance reviews live or die:

• Did I set clear expectations or did I expect others to read my mind?

• Did I address performance issues at the right time or did I get to them much too late? Was my response appropriate or did it bear the weight of a compilation of small indiscretions that no one was holding on to but me?

• What issues did I avoid? Why? Did I mistake warning signs for nothing more than the drama of the moment?

• Was I too focused on issues external to the department, expecting the department to run on   autopilot and surprised when it ran aground? Do I have enough checks, balances and internal controls to protect all of us?

• Did I recognize achievement during the year? Did I provide the resources, guidance and room for others to excel? Did I hold others accountable for their own performance?

There are always things each year that, if given the chance, I'd do very differently. Sometimes I suck, sometimes not. Honestly, you'd think I'd have it down to a science by now. But I don't.

But that's the thing.

Leadership is not a science. It's not a laundry list of leadership courses, a degree from a prestigious college, the right car or anything wrapped in an ego. No hubris allowed.

Leadership is not knowing all the answers, it's asking the right questions and listening to the answers. Hint: that means not defending or denying what you are hearing and, above all, not attacking the messenger.

What questions would you add to the list?

Photo credit iStockphoto

Conflicts, Feuds and the Wisdom of the Swiss

If you have employees, there's bound to be conflict and if you have a family, there is bound to be a feud. When this occurs for you, join me in savoring the wisdom <and neutrality> of the Swiss.

I may look calm, cool and collected on the outside but know that I am usually working like crazy to keep my own emotions and reactions in check on the inside. The last thing an already emotional situation needs is another person looking to establish a position.

It's hard work to fight, it's draining and in the end - no one really wins. Having been there and done that before, I now strive to be part of the solution and not exacerbate the problem.

You can do the same by not judging, keeping an open mind, and keeping your dog out of the fight

So much easier said than done, especially when you are not feeling personally attacked, your hot buttons were not pressed or the hand you put out was not just bitten by that dirty dog.

Be in my space when that happens to me and you'll get a glimpse of what really goes down behind the carefully constructed exterior.

Just not in the mood for neutrality, taking the high road or being the voice of reason?

The Swiss have a remedy for that too . . . chocolate, wine and colorful hang gliders sailing from the mountain tops over the picturesque countryside - and their very own Evil Hr Lady.

I'm heading there now.