Page 2 - The Leadership Line: January 2024

Annual Reviews in the New Year

It’s time again for MIL’s annual performance reviews, due January 12, 2024, for
performance from January 1, 2023, to November 30, 2023. Performance reviews are
required for every employee to provide feedback on the past year’s performance and
set goals for the new year. The reviews give every employee a role in their career
development and a chance to boost their job satisfaction . To kick off the review
process, every employee should do a self-appraisal as a starting point to discuss the
year’s performance and by the end of the process, every employee should know where
she or he stands and have specific guideposts for future success.

As a reminder for some and an introduction to others, please see our content from the
previous issue for more information on providing feedback and setting goals with your
employees.

Read: January 2022 Issue: Performance Reviews

Preparing for a Difficult Conversation

A performance review is a collaborative process aimed at both recognizing
achievements and identifying areas for growth. Remember, difficult conversations are
an essential part of effective leadership. By preparing thoroughly and approaching
the discussion with empathy and professionalism, you increase the likelihood of a
positive outcome and constructive resolution. Here are steps you can take to address
the topic effectively:
1. Before you jump into a difficult conversation/issue, 3. Emphasize your interest in working well together and
spend some private time to identify the difficulty and hearing their point of view. A couple of sentences you
acknowledge different points of view. might consider using are: “I would like to understand
» How do you see the situation? where you are coming from on …” or “Can you say a
little more about how you see things about …?”
» What assumptions are you making?
» What stories are you telling yourself? 4. Start the conversation by “seeking first to
understand.” Ask the other person an open-ended
» How might the other person perceive the same question that will get them to describe how they see
situation? the situation. Paraphrase to see if you got it right.
» What is the impact of this situation on you and
what hypothesis do you have about the other 5. Share your point of view, intentions, and feelings. Use
person’s intention? “I” statements. Describe how you believe you got to
where you are.
2. Be certain this is a topic/issue that is worth having. 6. Talk about the future and what can happen

» What is your purpose in addressing this issue/ differently, so you don’t end up in the same place.
having this conversation? Suggest what you think the other person could do.
» What will likely happen if you ignore this
problem? 7. Thank the other person for talking with you. Offer
» How is this problem affecting the productivity of why it was important to address the issue.
your team?

Patterson, K., Grenny, J., McMillan, R., and Switzler, A. (2002). Crucial conversations: tools for talking when stakes are
high. New York: McGraw-Hill. ISBN: 0-07-140194-6 Scott, Susan. (2002). Fierce conversations – achieving success at
work and in life, one conversation at a time. New York: Berkley Publishing. ISBN: 0-425-19337-3