July is a pivotal month. This is the time to get “Evaluation-Based” feedback on your performance. Your goal is to find out how well you are doing compared to your peers. If you work for a large company, or one with a formal performance management process, this information is typically shared during a mid-year review. If you don’t usually get a review, now is the time to reach out to your manager, peers, and/or customers to get their perspective.
July is also the final month of “The Hidden Golden Quarter,” so put the extra effort in to accomplish your major goals. If this concept is new to you refer to the May Take Charge of Your Career blog (LINK). This blog focuses on the components of evaluation and how to get the feedback you need.
Part 1: Three Components of Evaluation-Based Feedback
There are three equally important ways to calibrate your performance.
Component #1: Performance Level
How well am I performing in my current role, and how does it compare to others who perform the same job? Most organizations use a numeric scale to rate performance, often a 3-point or 5-point scale. At this point you want your manager to share if you are a) meeting expectations; b) exceeding expectations; or c) not meeting expectations.
Component #2: Performance Trend
What has been the trajectory of my performance over the past two or three years? It is important to know if your job performance, experience, and skills are rising (you can handle projects of increasing scope and complexity); plateauing (you can do the essential parts of your job, but there is no improvement over time in the level of your performance); or declining (you are lacking the skills and experience to perform one or more key aspects of the job at a satisfactory level).
Component #3: Performance Impact
What is the relative impact or importance of my work compared to the work of all departments when viewed through the lens of achieving company-wide objectives? I worked for a leader who use to say, “Hard work is appreciated, but results are rewarded.” When senior leaders calibrate performance across the organization they tend to focus on money (how your efforts impact revenue and profit); markets (if your work contributed to increased market share or the launch of new products and services); and exposure (if your area reduced risk or improved customer retention).
It is important to understand how leaders utilize these components. Consider the following scenarios:
- Raise / Merit: leader examines your performance level relative to your peers who have the same years of experience. They also factor in where you are in the salary range (are you paid above, at, or below market).
- Bonus: leader calibrates your performance level and performance impact. You may deserve a bonus because of your performance, but the size will depend on the overall contribution to organizational goals. Over the years I’ve seen many colleagues struggle to see and value the need for this viewpoint.
- Equity Grants: leader makes a determination by estimating your performance trend potential over time and performance impact. If they feel both these areas are high, then equity is used as a retention tool.
- Development Programs: leader looks at your performance level relative to your peers who have the same years of experience, and your performance trend. Access to high potential programs are often based on achieving a level of performance (exceeds expectations), over a number of years (trend).
Part 2: Three Phrases to Get the Feedback You Need
Nobody ever gets excited whenever they hear the words, “I’d love to give you some feedback.” Instead, your natural instinct is to be anxious, nervous, or just want to run away. We have to resist these feelings because getting good, actionable feedback is a pillar to long-term career success. Over the years I’ve found three phrases yielded tremendous benefits:
“Tell Me More.”
The goal is to get information, not defend yourself. I worked for a great boss Kim Keck, who shared during a performance review that I was not extremely competitive relative to my peers and I should work on this area. I was defensive and upset, so did not listen. I lost a great opportunity to learn how I could be seen less laid-back, and more ambitious for the highest senior executive roles. Using the phrase “tell me more” is a neutral way to get more details while not coming across as defensive, or that you agree with the assessment being shared.
“What Does Great Look Like?”
You need actionable feedback. Ask for examples of great performance. Who could serve as a role model? What specific strategies do great performers use? Ask them to share what daily, weekly, monthly, and quarterly actions lead to superior performance. What do they read, watch, etc. to improve their skill level? Finally, what work projects gave them the exposure needed for success. You job is to get your manager to paint a vivid picture of great, “exceeding expectations” performance.
“If I Could Improve Just One Thing…”
Focus is important, whether talking about innovation, creativity, or career success. You want your others’ perspective on the one thing, if improved, would lead to superior performance on your part. Keep pushing until you get an answer to this question.
Bottom Line
July is a time to get “Evaluation-Based” feedback on your performance. To find out how well you are doing compared to your peers, and gain a deeper understanding of your performance level, trend, and impact. Use open-ended, neutral questions to get people to share more, fight your urge to be defensive, identify where to focus, and discover actions that lead to superior performance.
