We all like feedback.  Even when we fear it’s not good.  We generally want to know where we stand.

I’m sure it’s no surprise that I was a studious kid.  I wanted to achieve the best I possibly could, so as the teacher passed out graded assignments I eagerly awaited that circled letter at the top of my paper.

That part of me that longs for approval hasn’t changed much.  I want to know how I’m doing.  I want to know if I’m measuring up.

As I leader, I believe I have a responsibility to give our staff “a grade”.  No, not an A, B or C grade.  Frankly a grade is really the easy way out.  A grade represents feedback and feedback is all about communication.

I firmly believe that one of the most critical components to being an effective staff leader is creating communication with your team.

And while I believe this is critical to my success as a leader, it doesn’t mean that I naturally do it well.  Oftentimes I find that in my haste and busyness I haven’t given the clear direction that  I think I have and I certainly don’t rush into conversations where I need to give construction criticism.

But whether I always like it or not, I’m not helping myself, our staff, or our organization if I’m not committed to providing our team these two key things:

1. Clear direction
2. Candid feedback

Most organizations have a system, or at least a form, for performance reviews.  I’ve seen all kinds of different reviews.  I’ve been graded, dictated, manipulated and persuaded in performance reviews.  I’ve worked in organizations that had no written plans at all and then I’ve been in organizations where the system was so formalized and structured it didn’t allow for relationship or conversation of any kind.

While I by no means think that our system at Cross Point is perfect.  I do believe that we’ve created a process that encourages conversation - and conversation is the key word.  Without conversation, performance plans become  rigid, passionless rules that lack motivation and buy-in from your team. Creating conversation is critical to a successful performance plan system.

Here’s a quick step-by-step guide to our performance plan process at Cross Point:

Step 1: The manager writes a vision for the employee for the upcoming year.  The manager shares what he sees as the employees strengths and shares how he feels the employee can uniquely contribute this upcoming year.  This is a motivation piece that doesn’t include “needs improvement” statements or a list of expectations.  While this is a written piece, it is communicated in a one-on-one meeting and is used to generate a conversation about what the employee’s key objectives could be for the next year.  This should be a brainstorming/dreaming session between manager and employee.

Step2: The employee writes a first draft of 5-8 performance objectives and 2-3 development objectives. Performance Objectives are specific, job-related objectives or key accomplishments that represent the most critical things the employee can contribute to the organization in the upcoming year.  Development Objectives are specific, personal goals for the employee.  These are goals that are connected to their job but have more to do with their personal growth and development; ie. leadership skills, technical training, communication skills, etc.

Step 3: The manager reviews the objectives the employee has written measuring them against key criteria:

• Do these goals meet the SMART criteria – Specific, Measurable, Action-oriented, Results-driven, Time-sensitive.  Basically, will you be able to clearly state whether the objective has been met or not at the end of the year?
• Do these goals align with our overall goals and direction as an organization and a ministry department for the upcoming year?
• Do we have the budget to support these goals?
• Can I as their manager adequately help them achieve these goals?

Step 4: The manager and employee meet back together to discuss and finalize the performance plan.

Step 5: The employee begins working the plan

Step 6: Every 3 months the manager instigates a meeting with the employee to discuss progress.  At the manager’s discretion adjustments can be made in the plan in the event that circumstances indicate a change in direction or timing.

Step 7: At the end of the performance plan year, the employee and the manager each individually write a summary of each objective.  Then they meet together to compare notes, discuss any discrepancies and wrap-up the plan for that year.

This system is by no means perfect, but it does create the conversations that are so critical to providing clear direction and candid feedback.

Remember, leadership is rarely black & white.  It’s not as easy as scribbling an “A” or “F”.  Leading through “the grey” in performance assessments requires the tough work of communication, but I promise you it’s worth it!

How about you?  What systems or processes does your team have for effective performance reviews?

It’s been a little while since I’ve done a book review.  Not because I haven’t been reading.  Just because nothing has wowed me enough to tell you about it.

Well, the drought is over.

I finally finished Jim Collins new book “How the Mighty Fall” and LOVED IT!

There’s no question I’m a Jim Collins fan.  I believe “Good to Great” is the defining business book of our generation.  “Right seat on the bus”, “hedgehog”, “flywheel”… all terms that have become part of our universal vocabulary as leaders.  But honestly I wasn’t sure what to expect from “How the Mighty Fall”.  I was definitely intrigued by the concept but frankly wondered if Jim had a another great book in him.

What I love about this book is that Jim wrestles with a fear that leaders of any organization wrestle with “what if we fail?”  As a church leader, I can’t help but watch the dying churches all over America and wonder “how did they get there?” No church sets out to reach hundreds of people, have a thriving, growing ministry and then one day find themselves rapidly declining and struggling to pay the bills.

Let me clarify.  There are differences between businesses and churches and I’m not suggesting that “How the Mighty Fall” is the antidote for struggling churches.  What I am saying is that reading Jim’s observations and analysis of businesses that have fallen provides a framework from which to ask questions and seek direction.  In fact, one of the chapters of the book could have easily been called “pride goes before destruction” (Proverbs 16:18).  It wasn’t difficult to find some Biblical themes running through this one in regard to the lack of character, integrity and wisdom of the leaders of companies that had fallen.

Here are a few quotes from the book that got me thinking:

“Every institution is vulnerable, no matter how great.  No matter how much you’ve achieved, no matter how far you’ve gone, no matter how much power you’ve garnered, you are vulnerable to decline.”

“While no leader can single-handedly build an enduring great company, the wrong leader vested with power can almost single-handedly bring a company down.”

“The signature of mediocrity is not an unwillingness to change.  The signature of mediocrity is chronic inconsistency.”

“When you abandon hope, you should begin preparing for the end.”

Have you read the book?  What would you add?

I’ve found that different seasons of leadership bring different areas of focus for me.  Recently I’ve found myself constantly evaluating the effectiveness of my communication and that of our team.

Tomorrow I’ll be sharing some thoughts with our staff about our communication challenges and ways to improve the effectiveness of our communication.  I’ll share those notes here on the blog soon.

In the meantime, here’s a video that I shot about effective communication for multi-site leaders for “Leading Multi-site“.

I list clarity and candor as two important elements to effective multi-site communication.

What would you add?

Dear Teavana,

I’m a regular.  I love your store.  I go there frequently and I purchase a lot of tea.

I have most of your tea gadgets and gizmos.

I give tea to friends as gifts.

I introduce people to you all the time.

Any yet, every time I come to your store I’m treated as if it’s not enough.

Your sales people always try to get me to buy more.

I usually come in completely prepared to order what I need.  I know what I need.  I want that and that’s it.  I wish you appreciated that.

On my last visit I walked straight to the counter and when the sales person engaged me I told her exactly what I needed: 4 oz of Roobios Orange.  As she was getting the bulk tea canister.  I said “yah know what?, I’ll go ahead and buy an extra tin today” (I even upsold myself for you!).  Her eyes lit up a bit and she proceeded to get the biggest tin you have and said “why don’t I fill it up?”  I agreed although I wondered how many more ounces this was than what I asked for.  She didn’t offer to tell me.  In fact she filled it so full that I’ve wasted a good bit of tea each time I open the canister.  That’s irritating.

Teavana, I like your products, just not your people.  Your tea snob store clerks make me feel like I never give enough.  But I do.  It’s people like me that keep you in business.  I wish you remembered that.

Oh don’t worry.  I’m probably not going anywhere for now.  You don’t really have any competitors and your product is worth the frustration of your poor customer service.  I just hope you figure that out soon.

Sincerely,

A fellow tea snob

My observation/application: Even though things may be difficult in our present economic conditions, don’t forget people in your quest to be profitable.  Customer service still wins.

Where has scarcity and fear caused you to take your eye off of people and to start doing drastic things to survive?