ACE Your Performance Review

If you perform Performance Appraisals with your team, then it’s likely you have needed to give someone ‘bad’ feedback. But did you follow through? Giving someone a bad review is not easy (it’s hellish!) but it’s also very necessary if we have the reviewees best interests at heart. Read the rest of this entry »

If you could just buy ONE BOOK to help you construct killer phrases for your performance review, which one would it be?

I’ve been scouring the web for books on this subject: phrases for effective performance reviews. Why? Well I’ve been interviewing a number of graduates of my ACE Your Performance Review CRASH COURSE and discovered that the people who have enjoyed the best results of all were able to articulate themselves really well – in other words – use the most effective phrases to describe their achievements, behaviors and activities.

So I started to look around to find out which books can help other people achieve the same outcome.

There are a fair few books available, to my excitement. Surprisingly, the best book I found on this subject is actually intended for people who are reviewing their staff. Why I like it is it puts you, as the reviewee, in the shoes of your reviewer. Taking this approach means that we can engineer our phrases we’ll use in our reviews to press the right buttons and hit the note of what our managers listen for. Hey – I’m the first to suggest that our Performance Appraisal is about US, not our MANAGER, but it’s an effective tactic to use the right phrases to ensure our message is understood – right?

So the book I found is 2600 Phrases for Effective Performance Reviews: Ready-to-Use Words and Phrases That Really Get Results by Paul Falcone, which is currently on offer at $8.58 (a steal!).

But what about you?

What book would you buy to help you with your Performance Appraisal if you could buy only ONE? I’d love to hear it. I challenge you to find a better one that Falcone’s – browse around here and see if you can discover one. If I like your suggestion that much, I’ll buy it!

UPDATE: Game Is On!

My wife, Claire, just started the ball rolling. She found How To Say It Performance Reviews: Phrases and Strategies for Painless and Productive Performance Reviews (How to Say It) which she thinks is better! Have you found one yet?

Have you read these books, or one like them?

If you have, then share your review by leaving a comment below.

It’s amazing how many people can’t describe their achievements in order to maximize its impact. When you’re performing your Self-Assessment, or talking to your manager during your Performance Appraisal, your ability to describe your achievements is a critical factor for a successful outcome. Read the rest of this entry »

Time Magazine recently caused a stir when they published the results of research that strongly suggested that Facebook (and other social networking sites) caused graduate students to suffer lower grades.

According to the new study conducted by doctoral candidate Aryn Karpinski of Ohio State University and co-author Adam Duberstein of Ohio Dominican University, college students who use Facebook (the 200 million–member social network) have considerably lower grade-point averages (GPAs) than those students who do not use Facebook!

The research found that of 219 undergraduate and graduate students, GPAs of Facebook users typically ranged a full grade point lower than those of nonusers — 3.0 to 3.5 for users versus 3.5 to 4.0 for their non-networking peers. Amazing! Believable? The study also found that 79% of Facebook members scoffed at the idea that there was any link between their GPA and their networking habits.

Do you agree?

This got me thinking: Does the same apply to professionals who have performance objectives – especially those who have to study to achieve them? (E.g. passing professional qualifications)

Does Facebook over-use cause you to become less focused, distracted and under-perform?

If the Karpinski’s research has merit, then the implications for you when you’re working towards your objectives shouldn’t be ignored.

Is it plausible?

I have to look at my own experiences to gain insight.

I use Facebook, and LinkedIn – the more ‘professional’ social networking site. I also use Twitter too. When I think back to the times when I have considered myself a heavy user of these sites (typically whilst the ‘novely factor’ is still in play), I see a potential link.

During heavy use, nothing else mattered. It is engrossing, and stimulative, and time becomes a blur. I forgot about everything else, whilst it lasted. Does this happen to you, too?

Surfing

Remember back in the day when the Internet was emerging as a household name, and before the true search power-houses (Google, Yahoo, MSN, etc) had enabled us go straight to the content we were seeking? We ’surfed’ the web, often going down interesting blind alleys. Hours could pass by as we found more and more content through hyperlinks. And because it was a novelty and created instant gratification, we’d keep on doing it. It is addictive.

Well that’s what I think is happening with social networking. We ’surf’ the content, and because it is constantly being created, cross-referenced and enriched, we can surf even more without getting dis-interested, despite it often being irrelevant and purely incidental to our lives. We become heavy users very easily. I did.

Is this what is happening to those students who use Facebook heavily, and then experience lower GPAs? Is this what happens to you and I as professionals? I believe so. Do you agree?

I suggest that there is a potential link, and consequence, to professionals who require concentration to be effective in their performance.

If you’re struggling to deliver your performance objectives, then why not take a look at how heavy your social networking use is? Perhaps it’s the key to your struggle so far…

What is a Self-Assessment?

Self assessments have become very popular in organizations, and with good reason. The thing is, modern organization designs mean that managers have wider spans of control (more people to look after) so they struggle to  remember (at least, as well as you can) all your accomplishments throughout the review period (normally, one year).

In days gone by, Performance Appraisals were a one-way street. Bosses ‘told’ their employees how they viewed their performance. And the review process ended there. It’s not like that nowadays because most employees are empowered to work independently and have executive powers to make decisions. This has meant that the modern manager cannot reliably assess the performance of their employees completely, so input is needed from the employee to make a fair and full assessment (as well as the views from other employees in the form of 360-degree feedback). Because of this, Performance Appraisals are more of a two-way dialogue today and form a fuller, more comprehensive review over the review period.

Not just that, but Performance Appraisals act as a planning meeting about future opportunities for employees to grow, develop and mature in their jobs during the year ahead (see Powerful Performance Review Questions )

A Self-Assessment asks you to provide the input into your own performance review, so that it reminds your manager about all the valuable and progressive achievements you have accomplished.

The other thing is that there are likely to be aspects of your performance that you are not content with. By performing a Self-Assessment, you’re effectively getting in there first which somewhat disarms your boss from rolling them out as a surprise. From an emotional perspective, it’s always easier to identify and confess to the aspects of your performance you’re not happy with than to have them revealed to you!

More importantly, the process offers you an opportunity to check that you and your manager’s expectations are aligned. You will find this especially important if you discover that your rating differs as it essentially forces a discussion about how you can meet those expectations next time.

Finally, when you perform a Self-Assessment, what you’ll find is that if you have built a credible case for a score, supported by evidence you have gathered from other people, it will tend to be more compelling than the case your manager has built which means you have a potential upper-hand in securing the better score. It takes the elements of chance from the process.

How Do You Do A Self-Assessment?

It is normal for your organization to provide forms to complete in order to document your Self-Assessment. If not, you can create your own. But the process is much more than filling out a form.

Your Self-Assessment should describe what you achieved, and how you achieved it, using quantitative measures where possible (e.g. 10% reduction, 50% gain, etc). It should articulate a blend of achievement and competency gain. So if you improved performance of a system by 50%, then say how the gain was achieved.

Your Self-Assessment is not a time for modesty! Don’t hold back on describing your achievements – say how, why, when and who with. Support the content of your assessment with evidence, ideally plucked straight from your Performance Swipe-File! Lay it on thick. This is your opportunity to create a compelling case for top marks.

Note this: it’s important to be as factual as possible. Describe all relevant details.

Remember your integrity. When you’re completing the form, don’t be tempted to over-stretch the truth or lie. You’ll be found out and probably get the worst score possible. Don’t take credit for other people’s work – this is the worst mistake you could possibly make. But don’t be shy in claiming credit for supporting others in achieving their goals. If you helped somebody out, then let it be known.

If you’ve not done a Self-Assessment before, it can appear daunting. I know this because I struggled to make my first one really work for me. I’ve done many since then, and I’ve worked out how to create the most compelling case, with integrity, to get top marks!

Have you done yours, yet?

It’s easier than you think, when you know how. I share my knowledge and wisdom in the ACE Your Performance Review CRASH COURSE. It’s all in there, and you could begin learning how I did it today. And best of all, you can trial the first day of the course for just $1! It’s up to you if you then want to complete the course for just $26.95.

Take the trial today, for just $1

Download the ACE Your Performance Review CRASH COURSE Free Course Overview

You might enjoy a turn on the slots in Vegas, or possibly a flutter on the Kentucky Derby. Then again, you may totally object to gambling based on ethical or religious grounds.

Would you gamble with your retirement fund? Or your home? Or on the livelihood of your family and kids? The answer is likely to be a resolute NO.

But get this – if you don’t take responsibility for your Performance Review, you’re gambling with your career and any short-term incentives (such as a bonus) you deserve. You’re leaving it to chance… right?

This doesn’t sound right, does it? But you may well find yourself gambling this way, right now.

Our performance at work really is our responsibility, and part of that responsibility is met by preparing for, and leading, our Performance Review. It’s yours to execute, and yours to control.

When you don’t lead your Performance Review, what does your manager have to make an assessment against? What they use is their own assessment of your performance based on periodic observation, and the opinions of other people. That is, other people who may be supportive, or indeed hostile towards you. What if your boss hates you?

Sounds like a lot of opinion and potentially mood-led, don’t it…. in other words a huge gamble.

Understand this: Manager’s are human beings, and human beings respond to influence, direction and instruction. Believe it or not – if you tell your manager that you deserve a score on something you’re being measured on, they are much more likely to give you that score (or bias their grading towards that score) than if you gave them nothing.

Of course, there is the burden of proof: this must be supplied too. But essentially, by providing a Self-Assessment, you are creating a compelling case for your manager to grade you as you wish. Just a point on integrity; your Self-Assessment must be done with integrity! If you stretch the truth beyond reason, or just plain lie, then the consequences could be dire. It won’t just demonstrate poor judgment or lack of awareness on your side, but it will also destroy trust and respect with your manager.

On the burden of proof, then look no further than my recommendation to build a Performance Swipe-File to gather up all the empirical (data) evidence of your efforts, and also the anecdotal evidence you receive, such as thank you notes or commendations from colleagues. You should really be looking to give your manager all they need to make an assessment, bar that which is given through 360-degree feedback. Do you do 360-degree feedback?

Don’t forget to initiate 360-degree feedback, even if your manager doesn’t force you. A structured process that allows the opinions of the people you interact with at work is a powerful way of adding to your proof and supporting your claims of great performance. It’s much better to feed the opinions in using this method from the people your manager would speak to get assess your performance anyway. It’s important, therefore, not to choose people for their feedback that are your buddies, but from around your sphere of influence. What use is glowing feedback if it doesn’t help you grow and improve?

If all this is overwhelming, then don’t worry – I can lead you through preparing these things quickly and easily in just 5 days. It won’t even feel like hard work, once you know how. With the ACE Your Performance Review CRASH COURSE, you’ll learn all these things in just 5 days and be ready to totally ACE your Performance Review.

If you could learn how to triumph in your performance appraisal in 5 days, you’d take it, right?

Best thing is you can trial the 1^st day for just $1! The upgrade is just $26.95 to complete the course, that’s up to you.

Take the trial today, for just $1

Download the ACE Your Performance Review CRASH COURSE Free Course Overview

A colleague asked me yesterday why I put so much importance and value on performance management and my performance review. How did I answer?

I gave my ‘elevator pitch’ to her and answered the question, but it did spur me to review my reasons, because I felt the pitch wasn’t complete. I get much more out of my focus on performance now, since I wordsmithed my pitch in my head. My pitch was:

My performance is important to me because it’s how I deliver the best value to our organization and recieve rewards. When I acheive my performance targets, I know that I am contributing to the success of our organization in alignment to the organization’s corporate objectives.

So I reviewed my reasons and share them below:

1. I Achieve My Full Cash Bonus

I’ve put the financial reason first, because that’s what most people want to hear! By achieving my desired performance levels and delivering my objectives (well, I strive to totally ACE them) I meet the criteria set by my organization to receive my full financial incentives.

In most organizations, there is a performance-related financial incentive: often annual bonus (or Short Term Incentive Plan, or STIP), but frequently on salary, too. Other longer-term incentives (often called a Medium Term Incentive Plan, or MTIP) are contingent on sustained achievement of personal performance targets.

2. Demonstrable Track-Record of Achievements

When I persistently achieve my performance targets, I am building up a track record of high achievement which is referrable during performance appraisals and application for promotions. It’s also a valuable asset when seeking a good reference.

It’s not just what is on paper or my record on the HR system – in most organizations, the results of performance appraisals and our track-records are reviewed by our manager with their peer group (often to ensure fairness is applied across the organization), so it works as an excellent profile-builder in senior management tiers.

In addition, possessing a documented history of your achievements (recorded with their targets/success criteria and how they were measured) can be fed into your resume. Resumes work best when they talk about quantifiable achievements, rather than responsibilities or tasks.

3. Corporate Responsibility

When we’re set objectives and goals, it’s generally because the organization as a whole requires them to meet it’s objectives (generally set by stakeholders). If we fail, the organization will fail unless remedial action is taken – normally by spending money, or diverting resources, or taking extra risk.

Therefore we have a huge responsibility (no matter what level we are at in the organization) to achieve our objectives and performance targets.

4. My Relationship With My Boss

I do my job to make my boss successful. In turn, my boss’s job is to make his boss successful. And so on. So when I achieve my objectives, I am helping my boss achieve his. This is good for our working relationship – it fosters trust and respect between us.

Goal-alignment also encourages a stronger relationship between us – when our goals are aligned we’re both working to the same objective, which creates co-dependence and the need to work closer together. I make a specific point of ensuring that the objectives of my boss are reflected in my own, and make corrections if they’re not.

Want to know what happens when goals aren’t aligned? 5 Reasons Why Your Boss Hates You.

5. I Am A Role-Model In My Organization

This isn’t a statement from a big-head (is it?) but all organizations need role-models and heros to show how it should be done. You will find role-models right the way through your organization if you look for them, and they’re not always in the obvious places.

It’s important for our colleagues to not just understand the theory of their work, but also see how an expert does it. By focusing on my performance I give others an example of how the work should be done, allowing them to emulate me if they choose to. Of course, I have my own ’style’ – not everyone agrees with the way I do things – but that’s OK, they don’t have to see me as a role-model.

Anyone can be a Role-Model. It’s not an exclusive right of senior management and leaders. There is a responsibility that comes with the role; a role-model has influence over those people who follow him or her. It’s this aspect of being a role-model that I enjoy the most – it keeps me honest, and sharp. If my actions and behaviors don’t just have an effect on my own performance, but also that of others, I am forced to be more deliberate, less irrational and very much more considerate than if I was a sole-operator.

6. I Become An Expert At Goal-Setting and Goal-Achievement

I don’t underestimate the value of being a seasoned expert at goal-setting and goal-achievement. It’s a meta-skill I’ve developed through constant practise. By itself it means nothing – it won’t pay the bills – but when I apply these skills to my objectives I am much more likely to ACE them.

When I am set new objectives and performance targets, I go about breaking them up into short-term goals (weekly), measuring results, and learning from them. It’s a pattern I evolve and iterate over. You can do the same, it doesn’t take special knowledge or skills to start – just begin and continue and your skill will develop over time.

7. Motivation And Confidence

A direct result of reason #6 is increased motivation and confidence. Achievement feels good, and in turn it gives me extra motivation and confidence to achieve the next goals and targets. Success breeds success! It becomes an ever-increasing circle of growth.

Don’t believe me? Well set yourself a small goal (no matter how small), and achieve it – just go for it. How do you feel afterwards? It feels good right? Now set yourself a slightly more challenging goal, and achieve that. How do you feel now? I expect you feel even better, and motivated. This is the effect I am talking about. Now scale this up towards your annual objectives… it’s no different in its application.

So What Is My Elevator Pitch Now?

The essence of an elevator pitch is that is can be given in 30 seconds or less, so how do I boil down these reasons to just a few words? I’ve given it my best shot…. see what you think!

My performance is important to me because it increases my influence, it enables me to achieve my career and financial goals, it improves my relationship with my boss and my team, it also increases my competence in achieving new objectives, and in turn it enhances my confidence and motivation to do it all again.

Bit wordy? Fluffy? Or spot on? What is your response to this elevator pitch?

Trial the ACE Your Performance Review CRASH COURSE for just $1!

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Got objectives you will be reviewed against? Then get an implementation plan!

This couldn’t be more important if you have agreed objectives with your manager that your performance will be measured against, and your bonus depends upon.

Leaving the delivery of your objectives to ad-hoc opportunities or done in stolen time is a slippery-slope to failure. Believe me, I have been there.

When I first started out in my career, I didn’t really understand this. I thought objectives were something above and beyond my ‘day job’, so I did my day job without looking for opportunities to deliver my objectives. So it’s no surprise that my objectives were delivered in a rush and to poor quality towards the end of my review period – in some cases just a day or two before my appraisal.

Of course, I received low marks, as a review period isn’t just the hour or so I spent with my manager during my appraisal – it’s the whole period (12  months).

This is why having a plan is very important. Achieving objectives during your performance review period is a mater of achievement through the WHOLE period. And a plan is what guides your work, and sets deadlines in which you will achieve the activities.

You and your manager will track your plan and measure the results against target. If you have been set an objective to reduce error rates on your website by 50% throughout the year, for example, then you could build an implementation plan to deliver technical changes and measure their results over the year – e.g. reduced by 10% first by Q1, 25% by Q2, 40% by Q3 and 50% by Q4.

The best way to construct your implementation plan is to break up your objectives into sub-objectives, and set these as goals for the current period (e.g. current quarter). Setting smaller, more manageable goals not only delivers value through your review period, it also allows you to make course corrections if progress isn’t at the desired rate, and it also increases your confidence.

Increased confidence is always a good thing.

Do you want to know how to build an implementation plan for your objectives?

Then I suggest you take the ACE Your Performance Review CRASH COURSE, where you’re shown how. You can trial the first day of the five day course for just $1, and then upgrade your course to complete it for only $26.95.

Go to the Order page to join the course today.

Trial the ACE Your Performance Review CRASH COURSE for just $1!

Trial the First Day of the course, and upgrade for only $26.95

> Order Now<

> Learn More <

A Performance Review/Appraisal is an important element of your career and personal development. The thing is, many employees don’t really know why they have them, and see them as an opportunity to be scolded or criticized. This isn’t their purpose!

Your Performance Review is a golden opportunity to learn more about your performance and develop new skills. It isn’t always about the ‘tasks’ you perform – they should also discuss behavioral competencies that are essential for working in an organization and as a corporate citizen.

The mindset must be right to get the most from your Performance Review. Don’t look at it as something ‘done’ to you. Consider it as an investment in your future, and to get the most from your investment, you will be required to play ball. And remember, your Performance Review is YOUR opportunity to give feedback to your boss about their performance too – for example you could discuss examples where their support has helped you, or lack of support has hindered you.

Are you clear on the point of your Performance Review yet?

I’ve gathered ‘10 affirmations’ below to help remind you what its all about, and burn these into your head before your scheduled review begins.

1. Your Performance Review gives you Feedback, not Criticism
2. Your Performance Review is for Your Personal Development
3. Your Performance Review is a Learning Experience
4. Your Performance Review is an Investment In You
5. Your Performance Review is Your Opportunity to Give Feedback to Your Boss
6. Your Performance Review sets S.M.A.R.T. Objectives for the Future (look it up!)
7. Your Performance Review References Examples of Your Behavior
8. Your Performance Review is a Two-Way Street
9. Your Performance Review Gives You Confidence to Progress
10. Your Performance Review is as Important to Your Boss as it is to You

Similarly, there is a great post on the HRMorning blog which are ‘10 commandments’ of reviews for employees. This is a great list to set the scene on what to do, and not do, in your Performance Review.

The only one I don’t agree with in this list is ‘Focus on the small picture’, which advises you to focus only on yourself. I think this is a good thing when reviewing only on past performance, but reviews should also discuss the future and how you will be measured next time. Then, you must talk business and your contribution to it.

Lastly, make sure your Performance Review is about FACT. Anything other than the truth, in a review, makes a mockery of the process. It’s so easy, I’ll be honest, to get emotional in your review, especially when faced with feedback that hits hard (which it can often do). Becoming over-emotional leads both you and your manager to move onto a very different kind of conversation which is probably best described as dysfunctional!

Maureen Collins writes a great piece on making sure your review is about fact, by suggesting you avoid 4 common mistakes.

Trial the ACE Your Performance Review CRASH COURSE for just $1!

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JUST ANNOUNCED: March 26 2009 – From the Desk of Simon Stapleton

Today I have just launched the ACE Your Performance Review CRASH COURSE – a five day online course that shows you everything you need to know to ACE your Performance Review.

Maximize Your Bonus, Impress Your Boss and Boost Your Career with this course!

Over only 5 days (with about an hours reading each day), the course is simple to use and what you learn can be implemented immediately. I share some advance tips to increase your scores to full marks – some secrets your HR department won’t want you to know!

Download the Free Course Overview

Find out what’s in the lessons in this course for free by downloading the Course Overview booklet (PDF) right now using this link:

Download the Free Course Overview

Take the $1 Trial today!

If you’re not convinced already, then I understand. You want to see what I am offering. So I am making available, for a limited time only, a $1 Trial of the course – get the first day’s course book and then it’s up to you if you want to upgrade to complete the course.

You won’t get a lesson from any book or tutor like this anywhere else for just $1!

Take the $1 Trial today - click the link below to begin the ACE Your Performance Review CRASH COURSE:

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