Boss to Coach Conversation 5 of 5
Making the Most of Your Progress Review

Progress reviews are designed to identify what objectives are met (priorities) and that we learn how to enhance our performance (behaviours).  Providing feedback through a structured process can increase productivity and morale.

The progress review is the last conversation in an ongoing manager and employee cycle and focuses specifically on the last two of the following areas 

1. Plans through setting clear expectations

2. Monitors through regular check in meetings and everyday feedback

3. Reviews including identifying any development support required

4. Recognises and rewards 

Many people approach a progress review meeting with apprehension.  Far too often, that is their team leader’s fault.  Most team leaders choose to focus on employee’s areas that need improvement instead of areas of excellence.  We must address all issues that affect performance, but a review should be a positive interaction designed to show you care about what your team are doing and there is a clear understanding where we can best apply ourselves in our roles every day.  An effective progress review conversation should answer the question “What makes me successful?”

We need to “catch people doing things right” and amplify this to position our employees to make the greatest contribution to the organisation and their role.

The best reviews are 

• Frequent Regularly discuss with each team member how they are progressing regarding their role and performance expectations.  32% of employees have to wait more than 3 months to get feedback from their manager  (Office Vibe Survey 2016)

• Relevant Provide feedback that is meaningful and consistent with the individual’s expectations.  Focus the feedback on developing this person’s talents into strengths

• Growth-Oriented Explore various options for employees to refine their approach to role development.  Help them develop new skills, build their knowledge base and find opportunities to practice these new skills.

So how do we ensure we are best prepared to make the most of this conversation"?

Every day, people make decisions about how much effort to put into their work.  Managers have many opportunities to influence these decisions and motivate their team by providing challenging work, recognising outstanding performance, allowing participation in decisions that affect employees, and showing concern for personal issues.

As a manager you need to understand what drives you and your team to do the best they can.  There are two aspects to what makes a person perform well: ability and motivation.  Ability is the product of aptitude, training, and resources; while motivation is the product of desire and commitment.

Rewarding progress and success and recognising achievements are powerful ways to motivate your team.  By rewarding someone for doing something right, you positively reinforce that behaviour providing an incentive for doing it again.  From their Q12 engagement survey, Gallup identified motivated employees are 21% more productive and 22% more profitable than unmotivated staff.

We are all motivated in different ways.  There are two basic types of reward: extrinsic and intrinsic.  Many people depend on and highly value extrinsic rewards that are externally bestowed, such as pay, a promotion or a pay rise.  Others place a high value on intrinsic rewards, which originate from their own personal feelings about how they performed or the satisfaction that they derive from a job well done.  29% of people are motivated by doing a meaningful job compared to 25% who are primarily motivated by money.

The best managers 

1. Create a direct link between performance and rewards

2. Give feedback with a focus on acknowledging improved performance 

3. Empower their direct reports to achieve

4. Tailor rewards to get the most out of each individual

Note: If you are attending a live workshop or coaching session bring this printout with you.  You do not need to complete the questions at the end of the document.  We will do this on the day.

Discover what motivates you

People remember the first thing they see and the last thing they feel.  In a noisy work world we need to be clear with what we want to communicate. Ryan Avery who won the International Toastmasters 2013, believes you need to add value in the first 60 seconds of meeting someone.  This doesn’t happen by chance.  With so much to say, how to best prepare?

He suggests a technique of creating a list following the 4,3,2,1 method.   

• 4 x Stories.  2 professional, 2 personal, 1 success, 1 failure.  We are more than our work.  Our personal life impacts our working life, so how can you reflect this in your progress review?  Also consider 

  • Reading this article before crafting your story 

  • For each story, which of your top five CliftonStrengths themes do you think relate?

  • Can you attribute to one of the 3 performance domains that predict job success 

    • Individual Contribution  My Work.  Responsibilities you need to achieve independently 

    • Team Collaboration  My Team.  How you partner with other team members to achieve success 

    • Customer Value  My Customer.  The impact your work has on a customer,  either internal or external  

• 3 x Facts What is the most important data/performance metrics that relate to your role?

• 2 x Quotes or Sayings Culture is how we do things around here.  What are the phrases used which are important to know and drive focus on what we say and do

• 1 x Question It could be as simple as asking for one piece of advice. For more on this approach see this article here

Action Create your own list and if you are not attending a live workshop or coaching session, share this with someone to get their advice