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| Learn the purpose behind the chart and the Blackberry. |
Ah-Ha! Moment – Much of my time and focus in July was definitely "Working On The People" – and this came via both giving and receiving performance feedback in two ways.
First, I conducted 4 annual performance reviews, which – despite the small size of the firm – are taken seriously and entails a comprehensive look at each person's performance over the past year, and with development goals set for the upcoming year. Each review includes a "Self-Review" by the person, as well as a "Review" by me – and a key part of the review process includes a "Supervisor Review" by each person on how I have worked with them this past 12 months. The person and I meet for around 2 hours (typically over a long lunch at a quiet restaurant) and then discuss all this. Any clarifications and changes are made, agreements are reached, and the documents establish accountability standards for both the person and me.
Second, the "Formula 2+2" concepts I had tested in February and then prototyped with a small group in June were extended to the entire firm in July. In June, the small group read the book and did a self-study exam on its concepts. In July:
- Each of the 3 persons in the small group and I gave each other "2+2" feedback – 2 compliments and 2 suggestions for improvement – at least once.
- The remainder of the firm read the book and completed the self-study exam on its content. These persons and I will begin our "2+2" feedback sessions in August.
I am finding "2+2" to be a good way to maintain good bi-directional communications with my staff. While I obviously get to share my feedback with them, I find it more helpful to receive their feedback on me – this allows me to quickly adapt my leadership style to what the staff member is saying they need from me.
As Audrey, the trainer in the book Formula 2+2: The Simple Solution for Successful Coaching, says:
"I discovered that correcting behavior was only half of the manager's job. It was equally important that I recognized and reinforced what was going right. This is the discipline of 2+2. It forces us to take a balanced look at how our people are doing, placing equal emphasis on what they are doing well and what they might need to improve." (page 21)
Well said, and equally applicable to both day-to-day feedback and formal annual reviews!
