While celebrating with my CEO coachee her recognition into the 2011 “40 under 40″  class, the keynote speaker introduced some reflective questions and character-building actions for all leaders. Consider these words of wisdom Jeff Sandefer of ACTON School of Business shared with the top young professionals recognized this year by the Houston Business Journal. 

2) Make a list of  your ” I absolutely will not ___________”.  Store in a desk drawer that is handy to reach, so in times of ethical crossroads you can review your core principles.

3) Who is a someone you have never thanked, that has had a significant impact on your life?  Write a letter to that person.  Then, go to that person and read it to them.  You will be transformed for the several months to come.

These suggestions, if acted upon, (1) will create change, (2) build character and (3) instill gratitude.  Which of these 3 areas in your life are you seeing others lacking?   Now, work the question with the associated number to complete earnestly and sincerely.  Begin to see others changing around you!

How did they review their employees?  “We don’t like our review system at all”, we were told. They had a formalized approach for all of their company employees when assessing their performance.  Their company consisted of executives, management professionals, administrative and production personnel.   Upon closer review, the directors of the company were being assessed as if they were performing the same job as the manufacturing floor personnel…all because someone had provided a template solution.   

It is not uncommon for an appraisal format to be swapped or shared among consultants or companies, with little regard being paid to the impact that it can have on the results the company is achieving.

One Size Does Not Fit All

Many companies I’ve written appraisals for like an interactive conversational style review.  We provide an opportunity for a self-evaluation that the employee completes prior to the appraisal.  There are many advantages to doing so because it:  

• helps to jog the memory of the employer if he has missed any highlights during the year
• reveals the mindset of the employee…what is their perception…did they think they had an exceptional year, average or possibly have areas needing significant improvement?
• reduces the anxiety on both sides of the table, reinforcing the quality of work the employee has accomplished throughout the year

 The Reluctant Reviewer

One employee told me that his supervisor was not a “communicator” and wanted to cover his annual performance appraisal by email…and her office was right next door! 

Not every manager finds that communicating comes naturally.  If an owner finds conversation difficult, I’ll suggest a review where a list of core values, traits or measurable tasks can be reviewed by the employee.  Both the manager and the employee  select from this list ranking each item in order of importance.  This can be a good “icebreaker” to help the manager understand why the employee views his job the way they do.  The manager can then follow up with questions and review the ranking, asking why each was ranked as it was and why they see it that way. 

One manager was considering terminating a long term relationship with an employee he judged as ”having an attitude”.  He interpreted certain behaviors as resistant and rebellious.  After utilyzing the alignment system, the employee-employer relationship transitioned to a new level of understanding and cooperation after experiencing years of misunderstanding.  

Employee Retention Downfalls

Every review has an evaluation scale of some kind whether verbal or numerical.  One of the quickest ways to build resentment which usually leads to a retention issue is to inadequately explain the evaluation scale.  Any ambiguity equates to “I fill in my own interpretation.” 

When a manager rates someone as a 5-6 (meeting expectations) and the employee thinks are a 9-10 (exceptional performance), there is room for confusion and hurt feelings. If the employee understands that “exceptional performance” means there is absolutely no room for improvement and one consistently leads the company/department in this area…the evaluation rating takes on a new light. 

The manager can open up communication channels by asking how the employee believes their performance can reach the higher level.  If they do not know, provide examples as to how the next level of performance can be reached and how you can coach or mentor them.

The quickest way to lose an employee is to take out your anger or disappointment in a review based on something recent that has occurred.  One manager fell victim to a misdirected email regarding their personal policy about mandatory overtime and passively lashed out at the employee by rating an employee harshly in their review.  They revealed later that their overreaction and harsh rating drove a wedge in their business relationship that was never repaired.

Penalizing Performers 

Although forced ranking is a popular management philosophy of the day, I suggest we continue to reward performers at all levels. I was asked this question after speaking at a national convention …” should be a set number of “A, B and C performers “in each department”?  If a manager is doing an exceptional job of hiring and developing Top Performers in his department , why should he be penalized by a company formula limiting the number of A performers he has?

When I received the sad news that Frank Maguire, my lifelong friend, mentor and FEDEX founding senior executive had passed away on a business flight, my immediate reaction was one of grief.   What would I miss the most?  The stories of Colonel Sanders and Kentucky Fried Chicken in the early days?  His experience in the White House when JFK was in office?  How he took the time from his international speaking circuit to speak about his cherished memories of my father at his funeral?  

Anyone who knew Frank would say, “how he made me feel”.  My mind flitted back to when he was the keynote speaker at a conference in Houston many years ago. His charismatic persuasiveness made the least touchy feel-y of executives break through their defenses, hold hands and bellow, “this little light of mine, I’m going to let it shine!” with Frank leading the chorus. It was amazing to witness his impact on others. 

Moving through the crowd toward his hotel, he cut a swath of smiles and satisfied nods as we crossed the conference center floor.  Why each hotel staffer was told how they personally made a positive difference to his stay!  Even  Carmela, the housekeeper.  Frank exclaimed, “why, my wife’s name is Carmel. I’m on my way home to see her…let me kiss you on the cheek for that,” with that Irish twinkle in his eye. Carmela  and her co-workers beamed as he was whisked away in his limousine.    

Did it take any extra time or effort for Frank to be observant of those lives he touched? Maybe, a little.  Yet, every time he found the “light” in us, his grew brighter.  And Frank, I, for one, am going to miss that “little light of yours” that still burns very brightly in my heart.

Being a consultant who works with companies with people conflict, I pondered on the “appreciation languages” of my consulting client’s employees…were they hearing the right language?  

How many times had I interviewed employees who were starved for recognition from their manager? Research had reported countless times that money was not a motivator, so what could an employer do?  Most look to books for an idea list of recognition methods, without any idea of what would speak to the individual. 

If Dr. Chapman’s ideas work for love, how about for business?

With my apologies to Dr. Chapman, how about a quiz which flags the primary way our employees want to be recognized at work? 

APPRECIATION LANGUAGE QUIZ

Select your number 1 and number 2 preferred method of appreciation from the choices below.

I feel most valued when a person/manager/co-worker:

1.  ______Tells me how grateful they are for me and the things I do for them or the company
2.  ______ Gives me their focused attention without any interruptions
3.  ______Brings me a gift or other tangible item of appreciation
4.  ______Pitches in to help me, perhaps taking over something that I’m behind on or find routine or boring
5.  ______Expresses positive feelings through acceptable physical contact- like a pat on the back, high-5 or knuckle bump

According to Dr. Gary Chapman’s work, there are 5 Languages.  Learn which top 2 languages make you feel the most valued.

1 = Words of Affirmation

2 = Quality Time

3 = Receiving Gifts

4 = Acts of Service

5 = Physical Touch

This week observe how others are expressing appreciation toward you and others.  Which “language” makes you feel most valued and what happens when someone uses your least preferred language?

Try giving this simple quiz to your employees.  Start speaking their language, feed them with the right kind of appreciation and you’ll notice  productivity soar!