When it comes time for mid-term or annual reviews there are obviously things a MANAGER needs to tell an employee. But if you are a good LEADER you have consistently given in-the-moment feedback on the things that the employee does well and the things the employee does not do well. And so the annual review becomes a practice in "busy" work for both. So how does a LEADER effectively use the reflective time called the "annual review" if both the employee and the leader know all the nuances of that piece of paper? Admit it is just a formality, shake the employee's hand, sign the necessary paperwork, and send the employee off with a new assignment? Possibly. Or the leader can use that time in a way that will serve the employee, the leader, and the organization for the next six to twelve months. Here is a proposed agenda for leaders who want to maximize the annual review time with high-performing employees: 1. Welcome the employee to the office. 2...
Life and leadership are not about which path you take, they are about the choices you make when the roads diverge. The are not achieved in a one-day or one-month. They are compiled through a lifetime of education, experience, and reflection.