constructive feedback for high performers examples

“You’re doing great here,” doesn’t help anyone improve. These can be particularly helpful if your current promotional structure doesn’t lend itself to providing them with the career path they would like (at the speed they would like). Melissa’s drive to work hard was not going to go away, so instead of battling that, Gretchen gave her a reason she could relate to to modify her behavior. The next step is to identify the employee’s professional and personal goals and determine how those line up with the company’s. From all the above it may feel like you’re a slave to high performers as a manager and not they to you. Contagious Presence: Unlock and Nourish Your Superpowers, Millennial Myths: “It’s Not Authority Issues; It’s Respect Redefined”. High performers often have great results; yet it’s important to understand how they achieve those results, and often at what cost. Harris says, “Some people perform well in any context but people will almost always perform well when their own excellence is aligned with that of the organization.”, Before you wrap up a feedback session with a high performer, always solicit feedback on how you are doing as a manager. I want to try again with a different email address. Your feedback to high performers should be specific. I look forward to connecting with you! As her manager, it’s your responsibility to help her determine how to keep improving. If an employee’s performance has declined, it’s important not to jump to conclusions and to approach the subject with care. http://meetme.so/GregNichvalodoff. These goals should be agreed by both parties and be as measurable as possible. Jamie Harris, Senior Consultant and Board Member at Interaction Associates and author of Harvard Business School Press’s Pocket Mentor book Giving Feedback says, “This is always a good thing to do, but especially important for a high stakes conversation.” Once you’ve agreed with your top performer on the agenda, start by talking about her current performance. High performers are extremely allergic to non-productive meetings. Your 1–1’s should be about finding out what obstacles they need your help on, whether they need more resources or whether there are important changes which might impact their priorities (see my post on managing Killer 1–1's). Don’t assume your star is perfect. All rights reserved. For each and every performance review, always do your homework beforehand. He thought since he knew the industry better and I was still ramping up, it would save time and help me. Copyright © 2020 by Inscape Consulting Group. Consider the following examples of giving constructive feedback: 1. High performers are willing to put in the time and even more energy than most but they’re also often more demanding and more ambitious. Top performers are likely committed to self-improvement — that’s one of the ways they became top performers. 10. Productivity and quality of work. One of the best ways to make sure you’re giving your high performers the right amount of feedback is to ensure it’s actively helping them improve. Focus development suggestions on growth and stretch opportunities and provide this information in the written comments section as high performers may already be off the quantitative charts. Give them special projects. Need help getting access? You have spent the time to develop HR processes that align with your culture and business strategy. Most employees appreciate clear communication. Use your 1–1’s to maximum impact. So when I realized I might not be able to promote him as quickly as we would want, I gave him a special project to jump start and lead marketing partnerships initiatives with our carrier partners including Verizon and Sprint. Address issues Help them recognize common derailers such as arrogance, perfectionism, volatility, etc. If you frame constructive criticism as positive feedback, you are more likely to see real results on all sides. It didn’t (I actually left 4 months later). Her reviews were comprised mostly of positive feedback about her performance. The other day I was talking with a woman who I’m considering coaching. There are some days where they’d like to just save themselves the 3 hours and work from home. 8. You now have access to all your subscriber benefits on HBR.org. I’ve always been cool with it and they’ve never abused it. High performers are the same. Focus on the future and ask about motivations and goals. Amy Gallo is a contributing editor at Harvard Business Review and the author of the HBR Guide to Dealing with Conflict at Work. John has been an employee at your company for six months. As Millennials begin to make up a higher percentage of the workforce, frequency of feedback is going to make an even higher impact on high performers. However, giving your stars good feedback is essential to keeping them engaged, focused, and motivated. That frequency may not be realistic for large corporations, but managers should make a point to have one-on-ones with their employees (especially high performers) at least once a month. You will see more improvement, and 68% of employees who receive accurate and consistent feedback feel fulfilled in their jobs. Giving high performers special projects special projects can be a great way to keep them growing, interested and motivated particularly when you’re not able to promote them as frequently as they would like. Unfortunately, top performers often get results by forgoing other things, such as caring for their people, building alliances with others, or maintaining a healthy work/life balance. Are there tips that have worked well for you? Coaching and training. hbspt.cta._relativeUrls=true;hbspt.cta.load(212972, '51ebe12d-9a15-4e8d-be41-9cc9acc33cfb', {}); As ClearCompany's HR Business Partner, Laura focuses on all things HR including managing employee benefits, onboarding and engagement initiatives. Just make sure these projects don’t distract the high performer too much and also that they contribute to the business in a meaningful way. So if you really want to be a great manager of high performers, just get out of their way and let them get on with it! In addition, top performers may not be used to hearing constructive feedback and may rankle at the slightest hint that they’re not perfect. Think again. Your goal is always to retain top talent, so your check-ins with high performers should be frequent. You have the buy-in, now you need software. That’s the sign of a high performer. While this could be disappointing, there’s not much … The war for talent has never been more brutal than it is today. Here’s a way to handle difficult conversations. Are self driven: The drive to accomplish and get things down comes from deep down with these people. To make the most of your feedback session, focus the discussion on three levels: the star’s current performance, her next performance frontier, and her future goals and aspirations. Jean-François Manzoni, Professor of Leadership and Organizational Development at IMD International and co-author of The Set-Up-to-Fail Syndrome: How Good Managers Cause Great People to Fail points out, “Everyone has some room for improvement, in this job or the next, within our current set of capabilities or a broader set that will likely come in handy in the future.” You do your star a disservice if you fail to help her figure out how she can continue to grow. Although the performance review is likely to be glowing, you still must be specific in identifying both strengths and development needs for top performers. This could be something as simple as, “I love your positive attitude every day!” or “I appreciate how you are always willing to take on extra tasks when someone is sick. When people know exactly what they are doing right and why this makes a difference, the constructive criticism won’t seem so harsh. However, because he didn’t get involved in company politics, he often came off as “unapproachable.” In his mid-year review, Drew told him that while his ability to stay above the company drama was a real strength, the fact that others thought of Simon as unapproachable was not okay. You have spent the time to develop HR processes that align with your culture and business strategy. Provide opportunities for growth. In previous roles I would do 1–1 meetings 4 times a month and use one of those 1–1’s as a ‘walk and talk’ meeting. At Course Hero, my head of growth was interested in moving into product marketing. With a keen focus on best-practices, she serves as a strategic partner to the leadership team by acting as a trusted resource on a wide variety of human resources topics including policy interpretation, creating and recommending enhancements to the HR process, and career development. We need a little more information to find your subscription. Gretchen said, “I knew I couldn’t change her nature but I could focus on helping her change her behavior as long as I could get her in the right frame of mind first.” Melissa said she wanted to be promoted to manager as soon as possible. These people are marathon runners. Inscape Consulting Group This allowed her to continue to focus on some of the core projects I needed her to complete but also kept her motivated about the possibility to move into a new role. We find that managers are often on autopilot in how they manage their best performers and then are shocked to find out that their most valuable talent was dissatisfied when they leave. Use a framework like the SMART framework so you both agree to goals that are specific, measurable, accountable, relevant and time bound. Higher performers are like performance sports cars: They’ll drive at 12,000 RPM as long as possible until they run out of gas. High performers want to surround themselves with others of the same caliber so they can learn from them and improve the overall success of the team. Your feedback to high performers should be specific. More Credibility, Success, and Influence Is Within You. These folks are incredibly achievement oriented. They don’t even seem to notice the hours go by. Only 53% of high performers say their manager delivers on their feedback expectations (click to Tweet). As Manzoni says, “I never felt criticized. However, the next Monday, he showed up at Drew’s office upset. Ambiguity can also lead to employees misinterpreting feedback. The longer the task list, the happier they are (which can present other problems). Work like Energizer Bunnies: Remember the old TV commercials featuring the Energizer Bunny that simply keeps going and going? Importantly, you’ll want to establish the cadence of these meetings and make them part of your routine and theirs. Star performers, in particular, can be the most difficult to give feedback to, simply because they are more likely to be hardworking individuals with ethics and integrity. Want to learn more about using multi-rater feedback in the performance review process? What’s best than an example to demonstrate the effect of a positive or negative feedback? Instead of starting the sessions focused on current performance, Gretchen began by asking Melissa about her long-term career goals.

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