Credit Union Times hosted our second Not for CEOs live stream of 2013 June 20 on a topic we all loveto hate: annual performance reviews. Our goal was to change thatimage and focus on what they can be good for. What can managers andemployees take away from them?

At one time, I had a manager who did not give reviews. There isnothing more frustrating than not knowing what you're doing rightand what you need to improve upon. When I asked the first timeabout it, this person said, “What, you got a pay raise.” Nothelpful.

One of the key concepts that came out of the session was that anannual review is not frequent enough to be effective if that is allit's going to be. Managers should be giving and receiving feedbackon a regular basis in order to make it the most useful. I'd addtrack performance throughout the year. Otherwise, you'll end upjust recalling recent months. Some employees deserve to berecognized for marked strides made over the full year that youwon't notice over a shorter period of time. Others know reviews arecoming and straighten up in the short term.

Compliments are almost always welcomed, except for some shyfolks out there. Constructive criticism is always good, no matterwhich direction it flows. Take it in, try to objectively determinewhether it's valid or not, and if it is, embrace it. Many timesmanagers feel a pressure to have all of the answers, but often it'sbest to learn about yourself and the business by listening to thosewho are reporting to you.

The 360-degree review can be a good way to accomplish this, butfor that to have practical application, a trusting environment mustalready exist. No one will provide anywhere near an honestassessment of their boss if that comfort level doesn't exist, andeven when it does, they'll likely tone it down some. Evencolleagues at the same level will take a tone appropriate to officepolitics.

You can view the archive of this event as well as past videocasts at CUTimes.com/NotforCEOsto get more great advice on assisting employees with leadershipdevelopment and how to get what you need in your career progressioneven when you have a boss who is a poor communicator.

Our panelists–SusanMitchell, president of Mitchell, Stankovic & Associates inBoulder City, Nev.; Bill Clancy, vice president of retail strategy at Lake MichiganCredit Union in Grand Rapids, Mich.; and Michael Molaka, vice president of operations at BrightStarCredit Union in Sunrise, Fla.–highlighted that the “autocratic”(Sue's word and entirely apropos) management style of the pastdoesn't necessarily work any more.

The workplace is populated by four different generations ofemployees that need to be not just managed but also assisted towardtheir aspirations. Many employee reviews are akin to JFK's famousquote: Ask not what your company can do for you, ask what you cando for your company. The concept really is ironically communist ina capitalist nation. Employee reviews must necessarily include thetechnical aspects of the job, but change it 1) to reflect how aparticular employee's role is fulfilling the organizations missionand 2) to allow the employee to discuss what would make them happyand how the organization can fulfill employee needs.

Managers should also go beyond patting employees on the back fora job well done. Compliment them in front of upper management.Current managers should not feel threatened by hiring, developingand bragging about good employees. Those folks are the ones who aremaking you look good, so highlight the stars because they deserveit. And if that makes you look even better, so be it.

One of the challenges all of our panelists agreed is the currentcorporate structure that requires managers to produce work inaddition to management. It causes managers to set aside theimportant strategic aspects of management such as mentoring theirteam in favor of the fire drill du jour. Add to the mix that manymanagers now have too many direct reports anyway. The end resultcan be a lack of depth at the organization that leads to ruin.

Finally, a delicate matter that is near and dear to my heart:Don't take the easy way out and give positive reviews to people whodon't deserve them. It does not help that person grow. It does notmove them toward the organization's goals if that's even going tobe possible. It does not help you grow as a manager if you avoidunpleasantness. Ultimately, and most importantly, it devalues theglowing reviews of those on your team that truly deserve it.

Sarah Snell Cooke
Publisher/Editor in Chief
Credit Union Times
[email protected]