JLBC TAKING UP YOUR LEADERSHIP ROLE

JLBC TAKING UP YOUR LEADERSHIP ROLE

JLBC Giving formal appraisals

The best questions often start with “What...?” because they make the fewest assumptions about the response.

When giving a formal appraisal, never show boredom or interrupt. If you are talking more than the person being appraised, rethink your tactics. Use open questions that demand more than a “Yes” or “No” answer to find out what someone is thinking or feeling. The best questions often start with “What...?” because they make the fewest assumptions about the response, so try:

• What went well?

• What have we learned?

Identify activities and training that will develop the individual in their current role and prepare them for the future. Make clear the business case for any investment in development and training—does it help meet business, team, and individual objectives?

JLBC Getting SMART—setting realistic objectives

JLBC SMA

SPECIFIC

Clearly expressed and within the control of the appraisee.

MEASURABLE

In terms of quantity, percentage, turnover, or some agreed qualitative measure.

AGREED

Between the two of you, rather than imposed.