"How should I run 'appraisals' for my team?"
The all important structure you need
A question I was asked today, and a subject that seems to have been left behind in the modern Leadership revolution
Before I show you what your annual structuring of reviews should look like, here’s some rules you need to be adhering to first
Saying 'my door is always open' simply isn't enough. You need a space and time regularly allocated for each member of your team, in both your calendars. More than anything, this gives THEM some much needed alone time with you, in your busy schedules.
You should NEVER be waiting for a meeting to give feedback. Give it in the moment.
Don't assume your team members will always come directly to you with all their concerns (Especially at the beginning of a relationship). You need to be asking great questions, to get the right answers to know how to support them best.
My annual structure goes like this:
Everyday - In the moment feedback (both negative and positive, NEVER, EVER ignored)
Every 2 weeks - 30 mins - 121 time in the calendar, no agenda, a clear space for your team member to bring anything to the table they need from you, or any wins they want to make you aware of.
Every Quarter - 90 mins - Deep 121 time in the calendar with an agenda. The main purpose is to address performance and ask the hard questions
Every year - Annual salary/bonus review. Although this is formally dealt with annually, always encourage your team to talk about salary and how they feel about it openly so you can make career progress plans with them.
Am I missing anything? What would you add?