Progress reviews, in which employees and their manager regularly discuss and formulate goals and evaluate individual performance can be a useful following up tool, if done properly. Common mistakes I’ve seen as both consultant and manager are:
The manager owns the review. As an employee, you must step actively into the progress review. Far too many employees step through the door cap in hand. Sure, there’s an element of you’re being judged here, there’s no point denying it. But there’s much more to it than that. The review also gives you a good opportunity to influence your work situation and your personal and professional development. The right way is not to sit cap-in-hand but to step forward boldly, and actively contribute to the discussion.
The employee and the manager do not connect during the review. The manager mechanically ticks off item after item to get to the end of the meeting. The employee answers the questions politely and leaves the room dissatisfied. As an employee, you have to make sure that you connect with your manager during the meeting. Seeing your manager is often a way to do this.
We puff up ourselves and our manger. I know that it’s hard not to. I’ve also had progress reviews with my manager, been more ingratiating than normal and laughed at rude jokes. We do this to affirm our manager in his or her smug self-righteousness – and, of course, to make sure we get the salary rise we think we deserve. But if you want to be seen, you must be authentic. Everyone has sides that are good and sides that are not so good. Take this opportunity to explain your personal attributes as regards contributing to improvement, workplace cooperation, powers of initiative and common criteria. We can only be better when we know what better means.
A good progress review, based on dialogue and guidance rather than just control or judgement, helps you to stop flying with your eyes shut. You know where you stand, what’s happening and what’s what. Use the dialogue and remember that getting there is half the fun.