Align the performance evaluation process with the firm’s mission, vision, and values. Understand key emotional intelligence competencies. Increase comfort with performance review conversations. Identify the core message employee should remember after the conversation. Practice coaching employees on future desired performance focusing on strengths.

1. EMOTIONALLY INTELLIGENT
PERFORMANCE
EVALUATIONS
Leadership Retreat
Presenter: Dr. Maynard Brusman
San Francisco, California
2011
Copyright © 2011 Dr. Maynard Brusman. Working Resources. All Rights Reserved.

2. Learning Objectives
l Align the performance evaluation process with the firm’s
mission, vision, and values
l Understand key emotional intelligence
competencies
l Increase comfort with performance review conversations
l Identify the core message employee should remember after
the conversation
l Practice coaching employees on future desired
performance focusing on strengths

3. EMOTIONALLY INTELLIGENT
PERFORMANCE EVALUATIONS
Self-Assessment

4. PERFORMANCE EVALUATION
DEFINITION
Performance evaluation is the process of
evaluating a staff member’s performance,
considering future goals, and addressing
any training or development needs

5. PURPOSE OF
PERFORMANCE
EVALUATION
l Feedback
l Promotion
l Performance improvement
l Coaching & mentoring
l Development & training
l Career Advancement

6. A GREAT PERFORMANCE
EVALUATION SYSTEM
1. Performance Planning
2. Performance Execution
3. Performance Assessment
4. Performance Review

7. JOB ANALYSIS
l Essential goals and objectives upon which
performance will be evaluated
l Success-Factor Definitions and Descriptions
l Describes performance in behavioral terms

8. CORE COMPETENCIES
l Competencies are behaviors that distinguish
effective performers from ineffective ones
l A competency model depicts a set of desired
behaviors for a particular job position or level
l Job competencies are the specific skills,
knowledge, and abilities required to accomplish
any given task at work
l Competencies are key to culture change
• Personal/Interpersonal and Technical Skills
Competencies

9. EVALUATION FORMS
1. Personal-interpersonal (EQ) competencies
2. Job-specific competencies
3. Key job responsibilities
4. Goals and major projects
5. Summary of achievements to further
mission, vision, and values

10. EVALUATION FORMS
l Focus on behaviors and results
l Best-practice organizations evaluate
employees based on core competencies

11. GOALS
l Emphasize results
l Measurable
l Challenging
l Linked to mission
l Mutually agreed upon

12. HOW DO YOU
MOTIVATE PEOPLE?
l Provide recognition of good performance
any time it’s encountered
l Enable employees to find meaning in their
work
l Create a compelling vision
l Provide interesting work
l Develop a collaborative and team-based
culture

13. GIVING FEEDBACK
l Learned and part of firm’s culture
l Everyone’s responsibility
l Balance positive and negative feedback
l Focus on specific examples of behavior
l Timely
l Contracting

14. CONVERSATION
STRATEGIES
l Be appropriately sociable
l Ask for employee’s self-appraisal first
l Present your evaluation
l Confirm employee’s understanding
l Discuss agreements and disagreements
l Discuss goals and action plans
l Remove obstacles

15. EFFECTIVE
CONVERSATIONS
l Employee does most of the talking
l Intense effort to listen
l Problem-solve
l Comments based on specific behavior
l Appreciative inquiry questions

16. FOCUS ON STRENGTHS
l “Now Discover Your Strengths”

17. CORE MESSAGE
l What is the single most important message?

18. COACHING
l Providing and clarifying direction
l Encouraging the development of
performance goals
l Giving feedback and listening
l Motivating
l Removing barriers and providing resources

19. RECEIVING FEEDBACK
l Welcome feedback
l Proactive in seeking feedback
l Be open to change
l Listen to feedback from everyone
l Multi-rater 360-degree feedback

20. Emotional Intelligence is the
ability to…
l recognize our own feelings and those of
others, motivate ourselves, and manage
emotions well in ourselves and in our
interpersonal relationships.

21. RESEARCH
l Up to 90% of the difference between
outstanding and average leaders is linked to
emotional intelligence. EQ is twice as important
as IQ and technical expertise combined, and is
four times as important in overall success.
l Research by the Center for Creative
Leadership found the primary cause of
derailment in executives involves deficits in
emotional competence.
1. Change 2. Teamwork 3. Interpersonal
Relations

22. WHY DEVELOP
EMOTIONAL INTELIGENCE?
l More than 50% of employees lack the
motivation to keep learning and improving.
l Four in 10 people cannot work cooperatively.
l 70% of all change initiatives fail because of
people issues – inability to lead, lack of
teamwork, unwillingness to take initiative, and
inability to deal with change.
Hay Group

23. EQ vs. IQ
EQ key to success in the
business world
l EQ is the ability to bring people together and
motivate them
l EQ is the trust to build productive
relationships
l EQ is the resilience to perform under pressure
l EQ is the courage to make decisions
l EQ is the strength to persevere through
adversity

24. EQ vs. IQ
l EQ is the vision to create the future
l EQ is a skill. Skills can be learned
l Employees in an emotionally intelligent
company empowered to contribute fully
l Emotionally intelligent organization
creates innovative products & services,
and exceptional customer loyalty

25. Five Competencies of
Emotional Intelligence at Work
l Self-Awareness-Ability to recognize and
understand your moods, emotions, and drives, as
well as their effect on others
l Self-Regulation-Ability to control impulses and
moods
l Motivation-Passion to pursue goals with energy
l Empathy-Awareness of others’ feelings
l Social Skill-Proficiency in managing
relationships

26. The Peter Principle and EQ
l People are frequently promoted to their
level of incompetence
l Individuals are often promoted because
of their technical expertise, when the
needed skills are managing people
l The technical expert can become a poor
boss

27. EQ GREMLINS
l Fear
l Avoid Conflict and Challenge
l Negative Internal Dialogue
l Unrealistic Expectations
l Blaming Others

28. INTERPERSONAL SKILLS
l Focus on behavior
l Build self-esteem
l Solve problems collaboratively
l Listen actively
l Probe for understanding
l Positively reinforce desired behaviors

29. SYSTEMS THINKING
l Redesign processes and systems that
generate outcomes and results

30. ABOLISHING
PERFORMANCE APPRAISALS
l “Performance appraisals are the
bloodletting of today’s management”
Steven Covey
Develop win-win agreements based on trust,
listening and communication

31. ACTION PLAN
l Identify 3 strengths
l Identify 3 growth areas
l Develop a plan to improve specific skill
l Move action forward with a coach

32. UNLEASHING OUR
POTENTIAL
“Our deepest fear is not that we are
inadequate. Our deepest fear is that
we are powerful beyond measure.
It is our light, not our darkness,
that frightens us.”
Marianne Williamson

33. Social Media
l Connect with me on these Social Media
sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman

34. Dr. Maynard Brusman
Consulting Psychologist & Executive Coach
Working Resources
San Francisco, California
Tel: 415-546-1252
E-mail: mbrusman@workingresources.com
Web Site: http://www.workingresources.com
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