One of the excuses we commonly hear as a reason for not actively engaging in dialogue with employees regarding their performance is "We’re really nice at XYZ organization" or "We’re non-confrontational." Translation, "We have people who are underperforming, but we’d rather not have those conversations." Or, "It’s just easier to let the underperformance [...]
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 By Jamie Resker, on July 7th, 2010 I continually hear from employees who have just had their performance evaluation that it wasn’t a valuable developmental experience. I then ask, “Did you learn what you do well and should continue doing and find out at least one thing you could be doing that would help you be more effective?” About 10% [...] Print This Post
By Jamie Resker, on June 10th, 2010 Most motivated employees can manage and improve an area of weakness, but only if they are made aware of the issue and are coached. Case in Point Steve has been with a technology company for more than eight years going back to when they were a start-up. He is a talented, [...] Print This Post
By Jamie Resker, on May 26th, 2010 Many managers are adept at the objective parts of performance discussion performance, but nearly all of them dread initiating conversations about personal issues such as behaviors and attitudes. The traditional method by which they are taught to provide performance feedback to employees, sometimes referred to as "constructive criticism," is often the very reason [...] Print This Post
By Jamie Resker, on May 20th, 2010 A performance issue we’ve all come across is the office gossip. The person who takes on the role of behaving like CNN to make sure everyone else hears the "news." We all have the person or people in the office who spread gossip and thrive on talking about others. This has the effect [...] |
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