The background to performance review discussions ought to make these conversations run smoothly. The roles of employee and manager are clearly defined; the relationship between them is structured and based on familiar organizational principles; goals, targets, measures and action plans are usually in place. How then can we explain the conflicts that arise during performance appraisals and the damage that is done to relationships, self esteem and productivity? Much of it is due to the way in which facts are mishandled. Try to avoid these four common mistakes. 1. Do not load facts with emotional baggage Facts are facts, that is, until we feel strongly about something. Then emotions take over, and not even facts are what they seem. The emotional tone of a statement is most often carried in the non-verbal signals that accompany the words. You may choose your words carefully, intending to describe the behaviour of an employee so you obtain commitment to an action that will improve performance. But the tone, pitch and loudness of your voice all give away your true intent; which is to accuse or blame. Gestures such as finger pointing, raising eyebrows and frowning, add to the effect. Standing up, pacing around, and waving your arms make the message unmistakable. From the perspective of the employee, the open discussion feels like an attack and the only response is a defense or counter attack. This is not a conversation. This is a street fight! The best way to avoid this situation is to step up to conversations about performance as soon as you are aware of a problem, and before you start to feel strongly and accusingly about it. 2. Do not present opinions and feelings as if they are facts. We make statements such as, Your performance is very poor, without offering the facts on which the opinion is based. We even say. Well, the fact is, I think ! In spite of the wording, this is not a fact; it is your opinion. It causes the employee to feel accused and blamed, and the conversation gets more and more out of hand, with manager and employee reacting ever more strongly to each other. Meanwhile, the real facts become lost in the emotional cloud. Avoid the problem by preparing for a performance appraisal carefully. Identify the facts on which your opinion of the performance is based. In the interview present them up front; clearly, specifically and accurately. 3. Do not generalize and exaggerate We say, You are always late, when we should have said, You have been twenty minutes late, two mornings this week. Words such as always, never and everybody, are almost certain to be inaccurate and are therefore likely to evoke a defensive response from the person to whom they are directed. Remember the purpose of a performance appraisal is to help an employee improve their performance. If they feel attacked and accused, the tone of the conversation will not work toward its objective. 4. Present only facts that support your case For example, if you are discussing future career direction with an employee whom you think would make a better technical specialist than a manager, you need facts to support excellent technical performance AND those that support poor management behaviour. If there is a pattern of poor performance, your facts need to show the pattern, not just one incident. Select the facts on performance to support the conclusion you have reached. Then the other person can see how you arrived at your opinion, even if they do not agree with it. There are performance appraisal topics that will always be difficult to handle, and many people who will be volatile and defensive. Getting your facts straight before you start a conversation and using them accurately during it, gives you the best chance of keeping the discussion on a rational and productive basis.
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