Nevertheless the two roles are linked together

As an evaluator, you measure the performance of your direct reports. As a coach you look for areas of development. This combination is not only difficult for you but also for those you coach.

It is like a Catch-22

Your employees may be hesitant to bring their mistakes to your attention for fear of affecting their performance appraisals. If you don’t come to know about their shortcomings, you will never have a clear picture of what’s going on. This will adversely affect your ability to manage your group.

So what is the key to managing the dual roles?

The key to managing is creating an atmosphere of trust. Research has shown that employees learn best from managers who display sincere interest in their long-term career development. It has also been seen that employees learn best from those managers who provide both support and autonomy. Employees open up to those managers they trust.

Therefore, act as an evaluator and a coach at the same time by building trust. This will reduce the tension between the two roles and make you a more effective manager.

They do not get enough feedback from their bosses.

Why?

• New Managers fear that employees will perceive their well-intentioned feedback as personal criticism.
• New managers try hard to be liked by their troops.

Moreover, we all know that

All good managers give feedback

But effective managers

Give feedback every day ranging from praise to neutral observations to serious concerns.

Here is a quick advice for you, if you are new to the position:

1.      Look for opportunities to give feedback to your employees.

2.      Do not ration your praise and DO set the stage before giving constructive feedback.

3.      As a rule of thumb, positive input should exceed negative feedback.

4.      By giving regular feedback to your employees, you will eventually overcome your fear and gain confidence.

Through regular goal oriented talks with your employees, you will remain well informed and consolidate your position.

I know you must be thinking – it is good advice, but HOW to give feedback!

1. Invite people to assess their performance. Even if they overrate their performance, at least it gives you a baseline to respond.

2. Then use open-ended probing questions to follow up. Encourage them to share details and examples. A good question to ask is “What else?”

3. Then align your analysis with their self-appraisal. Always begin by thanking them for explaining their point of view regarding performance. Add the feedback that they have missed along with some new praise to finish on a high note.

Please note you can follow this quick procedure in sequence at any time.

It will take you only few minutes, if you do it regularly. However, it will save you tons of botheration at the end of the day.

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“I don’t get enough feedback from my boss.”

What does this suggest?

Make individuals aware of their performance and guide them to improve.

Here is a three-step method to deliver performance feedback that sinks in:

1. Request them to evaluate their own performance: Let them rate a specific aspect of their work on a 1 to 10 scale. Many people judge themselves more harshly than you would judge them. In case they inflate their rating, it still gives you a baseline to respond with your input.
2. Extract more information by asking follow up questions: Encourage them to share details that justify their self-rating. Identify what criteria they use to evaluate themselves and how they would track their performance.
3. Analyze their comments: Since you have given them a chance to speak, now it is your turn. Thank them for explaining how they view their performance. Then just piggyback on what they have said. Start by giving the feedback they have omitted, and to that you can then add some verbal vitamins (praise)!