What is your first thought or feeling when you hear the term "annual review"? What experiences have you had with mandatory employee reviews—as a supervisor or subordinate? How do these (semi-)annual reviews typically proceed at your company? What results are achieved?
You will find lots of information and tips on this topic in literature and on the internet. It is often pointed out that an annual review does not replace regular communication with employees and that providing feedback and attending to the needs of colleagues is an ongoing task.
Like many others, I have experienced firsthand that annual reviews are seen as a chore by everyone involved and that their usefulness is considered extremely limited. Why is that? One reason may be that leadership is not yet established in companies.
Developing People
It should be obvious that you cannot really support people if you only deal with them and their concerns rarely, in extreme cases only once a year. Some leader now defend themselves and explain that they often take care of their employees. Those being led often have a different opinion. What do you think: Are you a leader rather a highly paid "high-class specialist"?
In my contribution on the topic of Creating Systems , I mentioned that there are two ways to lead people. (Apart from the third type of leadership: not leading at all.) You can lead directly (see, for example,"control buttons") or indirectly with systems or "results-oriented task descriptions" (ROTDs). ROTDs are the fourth tool in Leading Simple. They are based on the second principle, "Result Orientation." Result Orientation an attitude, and EOA is an effective tool that allows people to achieve results autonomously.
Indirect guidance with "autopilot"
A good leader ensures that their employees know exactly what results they are expected to achieve, so that they can essentially switch to "autopilot." This also lays an effective foundation for (annual) reviews. If both sides—the supervisor and the subordinate—agree on who is responsible for what, when (and why), then it is possible to assess whether expectations have been met. Unfortunately, it is often the case that employees do not know exactly what is expected of them. They then have to listen to their annual reviews, where they are told that although they have made a lot of effort, they have only been able to deliver part of what their manager had hoped for. This leaves both sides disappointed. The EOA can help to avoid this and other problems.
Benefits of EOA
Ask your employees: Would you welcome it?
- ... to know exactly what is expected and with what priority?
- ... to be given your own area of responsibility?
- ... acquire sufficient competence?
- ... feeling secure because you have guidance?
- ... to have a precise, written agreement?
Most people will answer "yes." Only those who do not want to be measured and do not want Obligation may have reservations.
Would you consider it a leader welcome
- ... to know how your employees think?
- ... if the results and priorities were agreed upon with your employees in a binding manner?
- ... clearly defined the areas of responsibility for employees?
- ... to have a reliable tool for checking the results?
- ... having to manage less directly and being able to rely on your employees?
If you, as a manager, want to be indispensable and prefer direct leadership, you may reject EOA. However, if you want to delegate more, you will likely welcome this tool.
In addition to those directly involved, the entire company also benefits from EOA: this tool increases transparency and effectiveness. It reduces dependence on individuals and makes it easier to find replacements in the event of absences due to vacation, illness, etc. The EOA increases Result Orientation company and helps to achieve better results. In general, the EOA enables clearer communication in all directions. It ensures that controls can be carried out reliably and objectively. An important side effect is that the probabilities of success are increased and risks minimized, as it is clarified at an early stage what results can be expected and when. In addition, comparing the various EOAs reveals where there are unnecessary overlaps or critical gaps. Dependencies are also identified in good time. Mutual trust is strengthened and responsibilities are clarified, which also increases the willingness responsibility take responsibility .
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
