2. Now Look
at the Mess
You’ve
Made
Source: Google Image

3. The mission of this book is to put corporate executives on notice
that they have created a monster called performance review.
They’ve built a corporate culture where bullsh*t,
not
straight talk, is the communication ethic of
choice.

4. Reviewing performance is good, it should
happen every day. But employees need
evaluation they can believe, not the fraudelent ones
they receive. They need evaluations that are driven
by need, not a date on calendar.

5. Those Who Can’t, Get Promoted
The boss’s assessment is really about whether the
boos
“likes” you or “comfortable” with you. None
of this good for the company unless the boss is some kind of
extremely genius & able to read employee’s inner talents &
personal priorities with laser accuracy.It’s impossible.
Source: Google Image

6. Manager don’t just abuse the performance review; the performance review
allowing bad managers to hide their
abuses them, by
incompetence & preventing good managers from
getting the employee honesty that allows them
to use their competence
Source: Google Image

7. Getting rid of the performance review is a big
step forward in
allowing a boss & the boss’s direct reports to
communicate candidly about what’s needed for better results
on the job.
Performance review won’t get you there, since it’s
just about the boss getting the subordinate to buy into his/her way of
thinking. With performance reviews, the subordinate’s agenda is ignored.
Without them, I know your agenda, you know
mine, & we go from there.

8. If the Performance Review
Doesn’t Work, Why Does
Everyone Use it?
Source: Google Image

9. ARE YOU READY,
PAK RADIT?

10. Lipstick on the Pig
Recognizing such flaws, corporate executives tried to fix it by coming up with
measures that similar with “lipstick on the pig”.
“Shows leadership”, “Take Initiative”, “Communicates effectively”, and “works
well in a team to motivate employees to do what was right for the company.
But these criteria sound like kindergarten’s report card- were difficult to
quantify & require. Specifically,
they did nothing to inspire
workers to think outside the box, to step
outside the metrics that had been designed for
them.
Source: Google Image

11. But Guess, Who It’s Good For?
The performance review may not
be good for employees. It may
not be good for companies. But it sure as hell is good for
the HR people
The problem isn’t that HR people are bad people. The problem is that they
have the politics all wrong. They want authority, they want to be listened
to, and the performance review is the way they get it. This is a
power grab, pure & simple.
Source: Google Image

12. Imagine the HR department’s life without the performance review. It would be
pretty basic support stuff. They do recruitment, legwork, administer
health & retirement plants. They keep the employment statistics. If there
was a problem, they would report on it, and then kick
the problem to another department.
Enter the performance review. Suddenly, HR can argue they are essential to the
bottom line. They’re there to keep the place honest, they’ve become the cops.
Notice that it’s HR that insists on keeping performance reviews with negative
comments in the files for an individual’s total tenure with the company. Why
would they do such a thing?
The lame excuse that HR gives is that these reviews are necessary “legal backup”
documentation for the faults of poor performers. Oh, please.

13. From My Point of
View, I’m Objective
Source: Google Image

14. When someone is working well, don’t interrupt that person’s workflow with an
exercise that isn’t much use to what’s being accomplished now. Conducting a
performance review when there
is no specific real-time
need makes no sense.
I believe discussing performance should be an option available at all
times, dictated by circumtances, opportunity, need, and most
important, relationship.
Discussing performance, not
issuing pronouncements &
rendering categorical judgements.
Source: Google Image

15. Look Who’s Talking
How far apart are boss & subordinate in this performance review dance?
They’re not even listening to the same music.
The boss wants to discuss performance improvements & further
development needed, while the subordinate is focused on such “minor”
issues as compensation, job progression, and career advancement.
Source: Google Image

16. In Search of Failure
“You can’t give everybody top marks, that isn’t
objective” the HR department tells manager.
If you have to satisfy the bell curve, and some people have to do better or
worse than others, you’re starting at a point that demands you throw
objectivity out the window.
It also requires the boss to spend a year searching for negatives to use next
year, to prove that he/she isn’t positively biased.

17. The Typical of Performance Review
The typical workplace interaction between boss
& subordinate– is so fake. They’re only one opinion that
counts- the boss’s.
It’s all about the subordinate telling the bos what the boss want to
hear, instead of speaking one’s mind about what the subordinate believes is
best for the company.
Source: Google Image

18. Pay for
Performance..
Other lies your
bosses tell you
Source: Google Image

19. With praise linked to pay, bosses
have to hold back their
kind words, for fear they’ll expected to back up
the appreciation with money that the company
doesn’t have. For the employee, authentic appreciation ends up
feeling like so many empty words...

20. Too much stuff going on to suggest that pay is simply about merit and
performance. It’s about interpersonal politics &
loyalty.
About what’s important at any particular moment to any particular
boss, about the department’s budget.
It’s about ninety different variables – none of
which any two bosses will see exactly the same
way.
Source: Google Image

21. Here’s
what’s
wrong with
you, now FIX
it.

22. The basic issue with the performance review is that the outcome is
predetermined. The review is either a blunt weapon to move the employee to
the door, or to reward “star” employees. The worst part is the self-
evaluation, where you are required to read to read the manager’s mind and
“sign-up” to their issues. If the boss has something on his mind, and you
don’t list it, then you’re in “denial”.
-writing by a worker-

23. Another example from workplace (1)
I’m shy & I sometimes stutter and don’t like to speak up at meetings. I don’t
like large groups. But I’m terrific one-on-one. So I have a lot of individual
conversations with my colleagues, letting them know what I’m working on &
where I stand everybody is on the same page. But in my performance
review, I hear one thing: “I don’t participate in meetings. Once again, the
boss’s framing of the issues implies that the cure is having me do something
that I just can’t do. What a waste of time.
In the end, the boss doesn’t help the
subordiante improve;he just alienates him.
Source: Google Image

24. Nine principles that bosses need to understand if they are going to effect a
change in a subordinate
1) Make subordinates see that you understand their perspective
2) Show subordinates that change is important for the company
3) Be willing to make exceptions to the rules
4) Show subordinates how their making a change can make a difference for their
future
5) Consider your subordinates’ entire lives, understanding that doing well at work
takes a backseat to doing well in life more generally
6) Be specific, don’t be universal
7) Avoid comparison
8) Use I-Speak
9) For your eyes only
Employee want feedback, they are
starving for it. Just not the kind most
bosses give them. They want to address
areas that make them more
competent, but in the way they want to
be competent. It has to make sense to
them.
Source: Google Image

25. We’re All
in This
Together.
Not
Source: Google Image

26. The performance review pits colleague versus colleague, It pits department
, it pits boss versus
versus department. And, most important
subordinate.
Source: Google Image

27. You believe (falsely) that it will affect your pay. So you’re going to find out
who got 4s and 5s, and you’re going to wonder what they did to deserve it.
You’re going to do everything you can make sure that person
does not do as well as you do. What a nice teamwork 
Source: Google Image

28. The Lesson Learned
First: “Consider this person you valuable employee until you decide you
are better to training a replacement”
Second: “Your kid May Be an Honor Student but You Drive Like an Idiot”-
my favorite bumper sticker
Third: straight-talk relationship, a true team, is the most effective &
efficient management tool any manager potentially has.
And the biggest point is:
When boss assesses a subordinate’s performance, more
than one variable needs consideration. It’s not just the
subordinate & his/ her efforts

29. There Has
to Be a
Better
Way: And
There is.
Source: Google Image

30. It’s a tool that is as simple as it is elegant, as obvious as it is revolutionary.
It is the Performance Preview

31. Replace it
Replace the reviews with the preview- an on going dialogue between
boss & subordinate, where each of them is responsible for asking the
other:
“What can I do to make us work together better and get the results we’re both
on the hook for? The focus isn’t on the past and how one person screwed
up, but on making the system work better in the future”

32. Performance Reviews Mean That If The Subordinate
Screws Up, The Subordinate Suffers
Performance Preview Put Both The Subordinate’s &
Boss’s Skin in The Game
With performance review, the boss trying to bend you, the subordinate, to
boss’s will. If I can’t do it, it’s your fault and you’re out.
But with previews, the whole dynamic changes. With previews, both parties
are measured on the same thing: how they produce company results. Both
parties have to be held accountable if results aren’t achieved.

33. Performance Reviews Focus on
Deviations From Some Ideals as
Weaknesses
Performance Previews Celebrate
Differences
Get rid of that checklist,get rid of the absurd idea of
what the perfect employee should be like. With the
preview, bosses don’t evaluate how their subordinates
get to their final destination; they only need evaluate
the results and how they compare to what was
pledged against company goald. If it works, proves
useful.
Source: Google Image

34. Performance Reviews Are About Comparing Employees
Performance Previews Treat People As Individuals.
By accepting differences, the performance preview also does away with
destructive comparison of employees. No longer are bosses forced to grade on
a curve, giving some subordinates 2s, some 3s, some 4s, some 5s.Under the
performance review, they have to compare. Under the performance
preview, they can’t compare. Their goal is to make everybody a 5.

35. Performance Reviews Create A Competition Between
Boss & Subordinate
Performance Previews Create A Team Where Both
Teammates Inform & Learn From Each Other
Substituting performance previews for performance reviews welds fates
together because the discussion will no longer be about the boss finding fault
in the subordinate. It will be about accomodations each of them makes to
accomplish what they have signed up for together.

36. The Performance Review is a Scheduled Event.
The Performance Preview Happens
Whenever, Wherever.
The Performance Reviews Give HR People Too Much
Power.
Performance Previews Put HR People in Their
Appropriate, Supporting Role.
Source: Google Image

37. In Case you
Still Have
Doubts
Source: Google Image

38. Previews are supposed to be all about getting rid of the comparison between
people. And yet promotions are all about comparing. If I have bigger job, I
have to pick somebody over somebody else. So,
what do
previews really change?
Now, at least no longer can the boss justify a promotion with bogus objective
measure. No longer can the boss hide behind meaningless scores on a
review, or pretending to be picking this person by the numbers rather than
“This person has been
because of personal preference.
getting 5, and I want to promote her” is not
acceptable.

39. Now the boss has to say, “This is the person I want, this is the person I can
work with best”
It’s personal not objective.

40. HR People Can’t
be All Bad, Can
They?
Source: Google Image

41. Rather than making the line manager the leader & playing a guiding
function, they volunteer to perform the function that
manager should be performing.
Like all of us, they want to feel needed, important, indispensable. That’s why
they do so.
they end up enforcing a system that
But in doing so,
doesn’t work, that nobody likes, that makes
everybody miserable.
They should be giving power, and sharing power, with line manager.

42. And in the end...

43. It’s important to understand two things here. First,
there’s no
question that performance reviews don’t
work, and that companies would be better off
without them.
Second, previews have the potential to give managers more of what a
company is looking for. They enable straight-talk relationship
at work.
However, I don’t think previews are either a sure thing. All I can do is hope
that enough people are thirsty enough to drink.