June 17, 2025 • 37 mins
What’s the point of a performance review if nothing changes afterward?
In this power-packed episode of Shedding the Corporate Bitch, Bernadette Boas calls out the outdated review process and empowers both employees and managers to rethink how feedback is delivered, received, and transformed into measurable results.
Whether you’re a mid-level professional looking to grow or a manager committed to developing high-performing teams, this episode gives you a proven, 4-part framework for turning static performance reviews into dynamic action plans that drive clarity, confidence, and career momentum.
This episode is your wake-up call to stop checking boxes—and start building people.
What You’ll Learn:
- The 3 biggest pitfalls of performance reviews (and how to avoid them)
- How disengaged employees impact retention, morale, and ROI
- A 4-step framework for professionals to take control of their development
- A manager’s blueprint for coaching, accountability, and follow-through
- The powerful shift from managing tasks to leading people
Key Takeaways:
- Don’t wait for a roadmap—create your own and advocate for it
- Feedback isn’t the finish line—it’s the launchpad for growth
- Specificity in feedback is key to clarity and motivation
- Development is leadership’s #1 job—otherwise, you’re just managing
- Retention begins with relevance: make people feel seen, valued, and future-focused
Perfect For:
- Corporate professionals seeking growth and direction
- Managers struggling to engage and retain talent
- HR leaders rethinking their performance review strategy
- Executive coaches and leadership development professionals
Need guidance on developing, communicating, or coaching actions plans toward growth, schedule a call and let's talk - www.coachmebernadette.com/discoverycall
Visit https://balloffirecoaching.com/podcast for this and other high-impact episodes.
Don’t miss the companion episode: Power Plays for Writing Powerful Performance Reviews.
Call to Action:
➡️ Employees: Stop waiting for someone to hand you your career plan. Own it.
➡️ Managers: Shift from feedback to action. That’s real leadership.
Subscribe, rate, and review Shedding the Corporate Bitch wherever you listen!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
What is the point of a performance review if nothing
changes after it?
If your feedback lives in a PDFand not in your day-to-day
growth, you're missing theentire point and you're missing
opportunity.
Today we're going beyond theperformance review.
I'm talking directly toprofessionals who are ready to
(00:23):
own their own development and toleaders ready to stop checking
boxes and start building people.
You'll learn how to turn thatfeedback good, bad or vague into
powerful practical action plansthat drive real change in the
(00:45):
ladder or coaching others torise.
This episode is your roadmap,from performance reflection to
professional execution andevolution.
So let's turn the review intoresults.
Speaker 2 (00:55):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:15):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Speaker 1 (01:41):
Let's do this.
In a recent episode we alreadytalked about how to write
powerful performance reviewsfrom an employee's perspective
as well as from the manager'sperspective, and you can find
that episode in our library onBolifierCoachingcom forward
slash podcast.
It's called Power Plays forWriting Powerful Performance
Reviews.
Performance reviews Once theperformance review is written
(02:08):
and even once it's given to theindividual, there's a lot more
that has to be done as a resultof the feedback provided in that
performance review.
It is not the end point, it'snot the finishing line.
It's actually the launch pad totheir development and their
growth, which means it'll alsolend itself to your own
development, growth and success.
Let's first talk about why areperformance review so bad at
(02:35):
lending themselves to growth,lending themselves to
development, lending themselvesto success?
There's common pitfalls there'sthree of them that I want to
discuss that really you need torecognize as a manager in order
to ensure that your performancereviews given, discussed and
action planned are meeting theneeds of your employee or
(02:59):
meeting the needs of the growthand the development and the
learning opportunities thatthey're seeking.
The first one is once theconversation is over and the
employee signs, you sign andmaybe you hit a send button.
The conversation ends, thefollow-through ends.
The performance review isconsidered yesterday and not a
(03:22):
living tool that should be usedfor moving forward.
That's one pitfall that youreally want to avoid.
You want to make thatperformance review a living,
breathing document that youremployee can use to understand
what comes next, what they needto do next and a pathway for
achieving the next goal orobjective that you or they have
(03:45):
for themselves.
The second, one second pitfall,that is, is that the feedback is
way too vague.
This is an area that I oftenwill work with my clients on,
that being the manager, but alsothe employee who's submitting
their self-assessment into theirmanager, because too often it's
so vague you don't get anythingfrom it, and that hurts both
(04:09):
the employee and the manager.
It hurts if they are too vague,if they are too generic or
vanilla in providing anassessment, a recap of their
accomplishments, of theirchallenges, of the areas for
development that they want tofocus on, as well as, maybe,
what feedback they've received.
At the same time, if themanager is even given a very
(04:33):
detailed, very robust, very richperformance review assessment
from their employee, oftentimesthey'll simply say, oh okay,
great job, keep up the good work.
This is an area that I want youto focus on and leaving it at
that, without putting context,without putting additional
(04:54):
details around their ownobservations of this individual
throughout that time period,whether it's the end of the year
or mid-year and that is onlygoing to fall flat to the
employee.
Because if you as the manager,let's say, aren't providing them
that context, aren't providingthe examples, aren't providing
(05:15):
the specifics around theirperformance good, bad or vague,
as I mentioned then they reallyhave nothing to leverage, to
learn from.
If you're not able to spell outspecifics or give them the
illustrations or the scenariosor the examples of the behavior
or of the goal or the metricthat they were to work to
(05:38):
achieve, then it falls flat onthem, it's not fair to them and
they don't know what to do withit.
You need to be careful toensure you're taking time,
you're being intentional andyou're providing that context to
your performance as theemployee and then to the
performance of your employee,along with what do they need to
(06:02):
do next, along with thatdetailed action plan so they
know what the expectations aregoing forward and they have new
goals and new objectives topursue and accomplish.
The pitfall being not only theconversation often ends with the
performance review, but alsothat the feedback is often too
vague.
The third pitfall is the factthat the HR pretty much will
(06:26):
dictate what that performancereview form looks like and too
many people just use it as afill in the blank.
I often find that there needsto be some creativity to what it
is that you would want to sharewith, either from the employee
(06:47):
to the manager or the manager tothe employee.
That may not fit in the verystrict, very structured HR form.
So you really want to ensurethat, regardless of what the
boxes are asking you for, thatyou provide the depth of detail,
depth of feedback that thatemployee needs, so that they are
(07:10):
clear, they are understandingand that they know what to do
next with it.
Those pitfalls that you want toavoid is ensuring that the
conversation doesn't end withthe review, ensuring that it's
not vague, that it providesdepth and details and specifics
and examples, and that actionplan for follow-through and that
(07:34):
fact that if your form is kindof like a fill-in-the-blank, if
you need to add any context thatisn't in that structured form,
you need to add it, because itwon't be fair to your employee
if they're lacking feedback,observation, critique, praise,
(07:57):
just because it doesn't fit intothis HR form that you were
given.
Now let's talk about chart formthat you were given.
Now let's talk about what's atstake.
What is the impact if managersaren't effective in providing a
very action-oriented performancereview back to their employees?
(08:20):
Because there is an impact.
So we talked about the factthat they won't have the clarity
, they won't know the directionthat they're going in.
Well, what that causes is theemployee will feel as if they're
not wanting to be engaged withyou or with the business because
there's no value in it for them.
They don't see where they'regoing to be able to contribute
(08:44):
and grow and develop into thefuture of the team or the
business.
So why would they engage?
Why would they exhaustthemselves?
Our policies for raises and forpromotions I'm not going to get
(09:04):
a bonus because I'm at aceiling.
I've hit the wall when it comesto my compensation, so why am I
going to go over and beyond?
Unfortunately, some policiesmay just cause an employee not
to be engaged, but you, as aleader, can at least protect
them and get very creative asfar as ensuring that you keep
(09:27):
them engaged and you keep themfeeling valued and important.
Another impact to not providingrobust and action-oriented
feedback through yourperformance.
Review to your employees isyou're going to lose them?
Review to your employees isyou're going to lose them If
(09:48):
they don't feel that there's aplan and you're not considering
what comes next, how they cangrow, where their strengths are,
what opportunities there mightbe sometime in the future?
Well, they're going to justthrow up their hands and they're
going to leave.
So what's at stake is the factthat you're going to have a
retention issue.
You're going to have a turnoverissue.
You're going to have a turnoverissue.
You're going to have a moraleissue amongst your team or with
(10:10):
an individual, and maybe thatindividual is a high potential
individual of which you do notwant to risk losing them.
And individuals just want tofeel as if they're making a
difference, as if they'recontributing, that they're
valued, that they're important,that they have that opportunity
to grow and to develop and toadvance.
(10:32):
No one wants to just stay wherethey are today.
Think of it from your ownperspective.
What is it that you want?
What is it that you need fromyour manager?
What is it that you want?
What is it that you need fromyour manager?
What is it that you're aspiringto pursue and accomplish.
Your employees are no differentin having those same emotions,
(10:55):
same aspirations, same dreams,and therefore you need to figure
out what you need to be doingdifferently, possibly, in order
to give them what they need tostay engaged, to not leave you
and not leave the company, andto feel as if they have
opportunities to grow.
Disengaged individuals orindividuals who feel as if
(11:17):
there's no path for them,they're just going to erode the
return on investment you getfrom them, because your current
talent is going to feelrestricted and future talent is
going to resist coming in.
If they do their due diligenceand then they learn that the
process for performance review,the process for action
(11:40):
development plans, the processfor promotions and opportunities
are not there, well thenthey're just gonna go look for
better opportunities elsewhere.
So our goal is to avoid allthose pitfalls and to not get
anywhere close to those impactsto the business, those negative
impacts to the business, and howwe want to do that is let's
(12:00):
talk about a framework, afour-step framework, that both
an employee can follow, and thenwe'll have a four-part
framework that leaders canfollow when it comes to turning
the performance review into anaction plan that are going to
benefit the employee, themanager and the business as a
whole.
Let's start with managers outthere.
(12:22):
It's you listening and not youremployees.
Then pass this on to youremployees, but for all of you,
whether you're the employee orthe manager, you're all
employees, right?
Even leaders will want toconsider this four-part
framework from an employee'sperspective when they're
addressing their own performancereview and action development
(12:43):
plans.
First, we're going to translatethe feedback from the
performance review in such a waythat is easily kind of
categorized.
You can look at it as themes ofthe feedback being received
that you can then really zone inon to determine what needs to
(13:04):
come.
Next, take your performancereview and, if they're like most
, they'll have goals that werepassed down from the business to
the boss, from the boss to theemployee, and they're very, very
much probably the hard goals,the hard metrics, the business
results metrics, and then fromthere there are probably shared
(13:27):
goals from the team, maybeprojects, initiatives, new
implementations, whatever thecase might be, and then it could
be specific personal andprofessional development goals
that were linked specifically toyou as an employee A lot of
times.
Those are the kind of the threebig categories of the
(13:50):
performance review.
So take all the feedback, eventhe feedback regarding the hard
metrics, the shared goals.
What were they, what was theachievement, what was the
feedback received from themanager?
And put them in themes, becausethere could be things, as far
(14:10):
as those hard goals and thosehard metrics, and whether or not
you accomplished it or not,that they might have provided
feedback in regards to you knowyou missed it by 20% due to not
being fully engaged, not readilyavailable to the team, your
workload prevented you fromspending the amount of time you
(14:33):
needed to, whatever the casemight be.
Also, focus on the threecategories that we talked about
the shared goals.
What feedback did you receiveregarding your participation,
your contribution to the sharedgoals, and so put those into
themes, and then your personaldevelopment, professional
development goals that weregiven to you.
(14:54):
What is the feedback there asfar as your behavior, your
performance, your challenges,your blind spots, your strengths
, so forth and so on?
Are there themes?
Such as?
Themes could be teaming,engagement, communication,
leadership, strategic thinking,it could be prioritization, time
(15:17):
management.
Whatever the case might be.
Put them into categories andlook for the commonalities and
once you have all of that, youcan pick up on some nuances, you
can pick up on some patterns,you could pick up on some
consistencies of strengths,blind spots or areas for
(15:38):
improvement that you then candraft an action plan against.
And keep in mind somethingAction plans are not just for
areas for improvement orweaknesses or even those blind
spots.
Action plans can also be how doI leverage my strengths?
And your manager should bethinking about how do I have
(16:00):
this individual leverage theirstrengths, leverage a key skill
that they have that maybethey're not optimizing fully or
completely throughout the teamand throughout the goals that we
have for them.
It could be your strengths,your blind spots, your
weaknesses, your areas forimprovement.
Any of those areas could gointo your action plan.
(16:21):
But before you move on from thatstep, what you want to do is,
after you've identified somethemes, you found some patterns
and some consistencies andoverlaps, you want to look at it
and you want to be brutallyhonest with yourself.
As far as what is this feedbacktelling?
What is it that I need to learnabout this feedback?
(16:42):
And again, you might belearning about your strengths.
You might be learning aboutyour hidden talents, your hidden
skills.
You might be learning aboutsome blind spots or some
weaknesses that you have.
So you simply want to bebrutally honest, because this is
all about your development andgrowth, and you want to ask
yourself what is it that I needto be taking away and learning
(17:03):
from this feedback?
All right, so that's the firstpart of your four-part framework
for employees.
After that, you're going todefine your SMART development
goals as a result of it.
Now, I always talk in threes,so depending upon how many
themes comes out, how manygroupings or categories of those
(17:24):
themes, such as thecommunication and the leadership
and strategic thinking, soforth and so on you want to pick
one to three that are the mostcritical, that are going to have
the most impact to youachieving your goals going
forward, or that are negativelyimpacting you today in achieving
(17:45):
your goals.
You want to focus on one tothree of those and ensure that
you are defining specific goalsaround those things.
That's the first two parts.
You're going to take thefeedback, group them into themes
, look at those themes and thatfeedback and learn from it, and
then you're going to identifyone to three of them that you're
(18:07):
going to turn into very smart,actionable goals.
Now the third step once you haveyour SMART goals, what you then
want to be looking at is basedon all this feedback and based
on the goals I just established,what are my learning actions?
What can you be doing toelevate and enrich your own
(18:27):
leadership right now, your ownability to team, your own growth
, your own professionaldevelopment?
What are those things you couldbe doing in order to complement
the SMART goals and orcontribute to achieving the
SMART goals?
It could be anything from theresources or the support I need
as mentoring, coaching, takingsome classes, getting on a
(18:54):
project that might stretch mycapabilities or that might
provide me new skills.
Maybe I need to shadow someonein order to learn something new.
Maybe it's books, maybe it'spodcasts, maybe it's videos,
masterminds, whatever the casemight be.
(19:14):
But what are those learningactions you could also be adding
into your repertoire to supportthe SMART goals that you're
gonna pursue, based on thefeedback that you've received?
Following all of this is youalso want to ensure that there's
some degree of accountabilitybuilt into you going and
pursuing those SMART goals andacting on those learning actions
(19:37):
.
You want to talk to yourmanager.
You want to talk to otherindividuals to provide
accountability to you that youare indeed taking action and
moving forward and makingchanges based on what it is that
you have defined for yourselfas your performance action plan.
(19:59):
You might even create a cadencearound it, meaning you might
say to your managers can wetouch base once a month over the
next six months so I can reviewwhere I am, what challenges I'm
having, what opportunities Ihave, what questions or what
advice I need?
One ensure that you're puttingaccountability in place.
(20:20):
And then two, add to that acadence around getting that
accountability, getting thatadditional feedback and
observations regarding howyou're moving forward.
Part of the framework so wetalked about the framework being
write down your feedback intothemes.
From that, create smart goals.
Then formulate some learningactions beyond or contributing
(20:44):
to your smart goals.
Now you need to go and make theask, so to speak.
You need to review your actionplan with your manager if it's
not already been collaborated onand we'll talk about that when
we get to the manager'sframework you want to take your
plan and go to your manager withit, review it, provide them
(21:05):
your thought process behind it,your reasoning, the value to you
, the impact positivelypreferred to the team and to the
business and to that individual, the manager and gain their
support and their buy-in, andask them for what it is that you
need.
You might need their support.
(21:27):
You might need them to makeinvestments in what it is that
you want mentoring, coachingcourses, programs.
You might need advocacy orsponsorship from them to get
onto a project for you to bestretched.
Maybe you need their advocacyto find a place to be shadowed.
(21:47):
This is your time to advocatefor yourself Now.
If you follow this four-partframework, you will have all the
formulations of a veryeffective, very results-oriented
action plan of the frameworkfrom your manager.
(22:18):
Then everyone is good, everyoneis clear, everyone is on the
same page and you're going tohave a sense of confidence and
clarity and certainty about whatyou need to do next.
The feedback I get fromindividuals all the time is
that's all they want.
Employees just want to knowwhat path they should take and
they don't need to be told howto get there or how to go down
that path, but they need to betold what that path is and maybe
(22:42):
what the end result is expectedto be.
But they need some clarity andthey need some confidence that
you're there in support of themand you have their back.
Your performance review canbecome very, very
results-oriented by followingthis four-step framework from an
employee's perspective.
(23:03):
Let's talk about the manager?
What is the framework theyshould be following in order to
turn reviews into results?
Managers, your success dependson the strength of your team
members and, as a result of that, you need to provide them the
guidance, the detailed feedbackand the support, reinforcing
their strengths whilehighlighting where they need to
(23:26):
develop in order to ensure thateveryone is optimizing their
capability and functioning in avery effective, productive way,
so everyone is successful at theend of the day.
And in order to do that,there's four steps that I would
want you to follow in order toensure that that is the end
(23:48):
result of these performancereviews, that we don't want to
be just a PDF in a filingcabinet.
We want them to be a blueprintfor achievement, for results and
for ultimate success.
I mentioned earlier that one ofthe common pitfalls is that
once the conversation ends eventhe conversation of this
(24:10):
detailed action plan from anemployee's perspective even
after that ends, oftentimeseverything stops as far as
ongoing feedback, ongoingoversight, ongoing support, and
so the first part of yourframework as a manager when it
(24:31):
comes to the reviews for yourpeople is to ensure that those
reviews are reinforced, andreinforced meaning that you
actually schedule follow-ups,you create a cadence of touch
bases, you do check-ins on whatit is that they laid out in
their own action plan that youcollaborated and discussed and
(24:54):
signed off on, and how are theydoing, what successes have they
had, what challenges are theyhaving, what support do they
need, what investment do theyneed in order to pursue those
learning actions but also toachieve the SMART goals that
they've defined for themselves?
So you want to ensure that thenumber one thing you're doing
(25:15):
beyond that conversation is thatyou have follow through, and
that could even involveadditional feedback, additional
observation, maybe of strengths,but maybe of okay, we're still
not where we want to be.
I still need you to do X, y andZ.
(25:35):
I still see you challenged here, but great job in pursuing that
particular goal that you wereworking toward.
It's reinforcing what it isthat you provided them from the
beginning.
The second one would be,through this process, you want
(25:56):
to be co-creating orco-collaborating on this plan.
Now, again, that employee mayhave come to you with their
original plan laid out, based ontheir own framework of looking
over the feedback, putting theminto themes, creating their own
idea of the SMART goals,learning action, so forth and so
(26:17):
on.
However, you might have comeinto the discussion with your
own ideas.
So you really want to oneinclude the employee throughout
your creation of the developmentplan or ensure that you're open
, you're collaborating when theybring it to you.
(26:38):
So it's the partnership and thatperformance development plan
being solidified, and you wantto be actively asking them
questions and engaging them inregards to their review and
their action plan, such as so,what did you take away from the
feedback and that's when theymight get into themes how did
(27:00):
you feel about it?
What excited you about thefeedback, about the statements
that were made about you, theobservations, the critique?
What made you concerned or whatmade you really have to reflect
on your own performance andbehavior?
Let's talk about it.
So I understand how I cansupport you Reinforcing the
(27:22):
feedback that you're providing,reinforcing the accomplishments,
reinforcing the strengths,reinforcing the blind spots,
reinforcing the observations orany other feedback from other
people that you had laid out intheir performance review,
reinforcing the areas fordevelopment and ensuring that
they really feel confident andsupported when it comes to that
(27:47):
feedback.
They may not like it, remembergood, bad or vague At the same
time, as long as you're able todefend it, able to provide
details and context around it,able to champion and support
them, addressing it and thenovercoming it.
As long as you're doing all ofthat, then they'll feel
(28:09):
confident about what it is thatthey need to do next to address
it.
So reinforcement is absolutelycritical.
The last thing you want to besure of, whether it's from you
or from them, the employee, isthat everything is captured,
documented, written up, sent toboth parties, reviewed, edited
(28:29):
if need be, and finalized andsigned off on to ensure that
both of you are on the same page, have the same expectations and
understand that path that wetalked about.
Every employee wants to knowthat they're contributing to the
success and the future of thebusiness, and so you don't want
(28:52):
to leave them as one-offswithout being able to tie them
back to the growth of the team,the development of the team, the
success of the team, even whenit comes to things that someone
needs to improve on.
Well, I need you to improve onyour communication skills, your
(29:12):
time management skills, so itdoesn't negatively impact the
productivity of the team, andyou working on them and focusing
on X, y and Z will elevate yourcontribution to the team, your
readiness, your availability tothe team, as well as then the
team coming together and workingas a collective unit and being
(29:35):
very focused and very effectivein accomplishing this goal.
So you want to always tie backthe action plans that you're
defining for them, tie it backto how it impacts the results of
the team and the business, sothey can see that how they show
(29:58):
up each and every day into theirjob, into their role, into the
team is impacting theeffectiveness of the
productivity not only ofthemselves but of the team and
the business, I'll add, and thebusiness, I'll add, in the
business.
So make sure you're creatingthat linkage from their action
(30:18):
plans to the ultimate result ofthe team and the business.
And lastly, again, you want tobe part of that discussion
around the accountability andthe cadence of that
accountability.
You want to be talking to themabout what do you need from an
accountability perspective asyou go forward?
(30:40):
How often do you need it?
How do you want to receive it,in what manner?
Not necessarily what form likeemail or personal, but more so
you know how do you receivefeedback and how do you want to
receive feedback.
Some people just want to be tolddirectly.
Just tell me how it is good,bad or ugly.
(31:02):
Just tell me how it is.
Others need it to be moresubtle, more softer, more
supportive, more motivating,more inspiring.
Take this opportunity todiscuss with them how do they
want to be held accountable?
How often do they want to beheld accountable?
How often do they want to beheld accountable?
How often do they want justcheck-ins, just requests for
support?
Do you have what you needMotivation, inspiration,
(31:26):
championing.
We all want it and need it, andso you want to get clarity from
them around it, so you knowexactly what is needed in order
to get the best out of thatindividual as they go to pursue
and achieve their goals, for notonly themselves, but for the
team and for you, that being theframework for the employee and
(31:49):
the framework for the manager.
Let me just leave you with acouple of tips.
First, for the employee.
Let me just leave you with acouple of tips.
First for the employee.
Don't take your growth, yourdevelopment for granted that
someone's going to come alongand tap you on the shoulder and
hand you a beautiful blueprintor roadmap for your career
(32:13):
trajectory, your careeradvancement, your career success
.
Make sure you're advocating foryourself, you're taking the
lead, you're taking theinitiative to develop your plan
yourself and seeking the supportand asking for the support that
is needed Now for the managers.
If you are not focused Now forthe managers, if you are not
(32:48):
focused 98% of your time, I'mleaving 2% for wiggle room on
looking strategically, lookingat the vision of the business,
so forth and so on.
But if you're not completelyfocused in prioritizing the
growth and development of yourpeople, that all you're doing is
managing tasks.
All you're doing is doing so.
I often talk to my clients aboutare they a doobie or are they a
leader?
And I would suspect, aspowerhouse leaders that listen
(33:10):
and participate with thispodcast, with this podcast, that
you want to be a leader or youare a leader.
To do so, you need to be solelyfocused on the growth and
development of your people andnot just managing tasks.
Now, to summarize we talkedabout the fact that it doesn't
(33:33):
stop at performance reviews.
That's just the starting point,the launch pad.
It goes further from that.
You want to build momentum, youwant to build excitement, you
want to build energy, confidence, value in your team members in
order to get the most and thebest out of them.
Employees, you want to be surethat you take your feedback, you
(33:54):
learn from it, you learn fromit and then you develop plans to
grow from it.
And, managers, you really wantto lead the development and the
growth of your people and thebusiness, because it's your job,
that's what you're responsiblefor.
That's what you're responsiblefor.
(34:15):
A call to action for all of youwould be, as an employee take
the initiative, be proactive indeveloping your development
action plan and do what you needto do to get that in front of
your manager.
Now you might have a protocol,you know a process to follow,
(34:36):
and that's fine, but don't waitfor them to come to you.
You take the initiative and, forthe managers, ensure that you
are intentionally and purposelylaying out not only that initial
conversation but ongoingconversations.
(35:19):
But ongoing conversations toensure you're checking in and
you understand the pulse of yourteam members and that you
understand what it is, ways forthings to go in all kinds of
directions within each part ofthose four-part frameworks and
let alone time is very limitedfor many of us.
However, if you need supportguidance.
However, if you need supportguidance, if you need some
(35:53):
insights to deliver for youremployees and or you, and steps
you could be taking to make surethat you can transform reviews
into results and you cancontinue to be and or work to
become the powerhouse leaderyou're meant to be, be sure to
follow the show.
Be sure to follow the show.
(36:14):
Once again, you can go toballoffirecoachingcom forward
slash podcast.
Not only get the episoderegarding writing powerful
performance reviews, but you candive into our hall library of
great guests and great topicsthat we've talked about over the
last several years.
Until next time, I'll lookforward to having you for
(36:35):
another episode of Shedding theCorporate Bitch.
Speaker 2 (36:37):
Bye.
Thank you for tuning intotoday's episode of Shedding the
Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
(36:58):
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing.
What is the point of a performance review if nothing
changes after it?
If your feedback lives in a PDFand not in your day-to-day
growth, you're missing theentire point and you're missing
opportunity.
Today we're going beyond theperformance review.
I'm talking directly toprofessionals who are ready to
(00:23):
own their own development and toleaders ready to stop checking
boxes and start building people.
You'll learn how to turn thatfeedback good, bad or vague into
powerful practical action plansthat drive real change in the
(00:45):
ladder or coaching others torise.
This episode is your roadmap,from performance reflection to
professional execution andevolution.
So let's turn the review intoresults.
Speaker 2 (00:55):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:15):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Speaker 1 (01:41):
Let's do this.
In a recent episode we alreadytalked about how to write
powerful performance reviewsfrom an employee's perspective
as well as from the manager'sperspective, and you can find
that episode in our library onBolifierCoachingcom forward
slash podcast.
It's called Power Plays forWriting Powerful Performance
Reviews.
Performance reviews Once theperformance review is written
(02:08):
and even once it's given to theindividual, there's a lot more
that has to be done as a resultof the feedback provided in that
performance review.
It is not the end point, it'snot the finishing line.
It's actually the launch pad totheir development and their
growth, which means it'll alsolend itself to your own
development, growth and success.
Let's first talk about why areperformance review so bad at
(02:35):
lending themselves to growth,lending themselves to
development, lending themselvesto success?
There's common pitfalls there'sthree of them that I want to
discuss that really you need torecognize as a manager in order
to ensure that your performancereviews given, discussed and
action planned are meeting theneeds of your employee or
(02:59):
meeting the needs of the growthand the development and the
learning opportunities thatthey're seeking.
The first one is once theconversation is over and the
employee signs, you sign andmaybe you hit a send button.
The conversation ends, thefollow-through ends.
The performance review isconsidered yesterday and not a
(03:22):
living tool that should be usedfor moving forward.
That's one pitfall that youreally want to avoid.
You want to make thatperformance review a living,
breathing document that youremployee can use to understand
what comes next, what they needto do next and a pathway for
achieving the next goal orobjective that you or they have
(03:45):
for themselves.
The second, one second pitfall,that is, is that the feedback is
way too vague.
This is an area that I oftenwill work with my clients on,
that being the manager, but alsothe employee who's submitting
their self-assessment into theirmanager, because too often it's
so vague you don't get anythingfrom it, and that hurts both
(04:09):
the employee and the manager.
It hurts if they are too vague,if they are too generic or
vanilla in providing anassessment, a recap of their
accomplishments, of theirchallenges, of the areas for
development that they want tofocus on, as well as, maybe,
what feedback they've received.
At the same time, if themanager is even given a very
(04:33):
detailed, very robust, very richperformance review assessment
from their employee, oftentimesthey'll simply say, oh okay,
great job, keep up the good work.
This is an area that I want youto focus on and leaving it at
that, without putting context,without putting additional
(04:54):
details around their ownobservations of this individual
throughout that time period,whether it's the end of the year
or mid-year and that is onlygoing to fall flat to the
employee.
Because if you as the manager,let's say, aren't providing them
that context, aren't providingthe examples, aren't providing
(05:15):
the specifics around theirperformance good, bad or vague,
as I mentioned then they reallyhave nothing to leverage, to
learn from.
If you're not able to spell outspecifics or give them the
illustrations or the scenariosor the examples of the behavior
or of the goal or the metricthat they were to work to
(05:38):
achieve, then it falls flat onthem, it's not fair to them and
they don't know what to do withit.
You need to be careful toensure you're taking time,
you're being intentional andyou're providing that context to
your performance as theemployee and then to the
performance of your employee,along with what do they need to
(06:02):
do next, along with thatdetailed action plan so they
know what the expectations aregoing forward and they have new
goals and new objectives topursue and accomplish.
The pitfall being not only theconversation often ends with the
performance review, but alsothat the feedback is often too
vague.
The third pitfall is the factthat the HR pretty much will
(06:26):
dictate what that performancereview form looks like and too
many people just use it as afill in the blank.
I often find that there needsto be some creativity to what it
is that you would want to sharewith, either from the employee
(06:47):
to the manager or the manager tothe employee.
That may not fit in the verystrict, very structured HR form.
So you really want to ensurethat, regardless of what the
boxes are asking you for, thatyou provide the depth of detail,
depth of feedback that thatemployee needs, so that they are
(07:10):
clear, they are understandingand that they know what to do
next with it.
Those pitfalls that you want toavoid is ensuring that the
conversation doesn't end withthe review, ensuring that it's
not vague, that it providesdepth and details and specifics
and examples, and that actionplan for follow-through and that
(07:34):
fact that if your form is kindof like a fill-in-the-blank, if
you need to add any context thatisn't in that structured form,
you need to add it, because itwon't be fair to your employee
if they're lacking feedback,observation, critique, praise,
(07:57):
just because it doesn't fit intothis HR form that you were
given.
Now let's talk about chart formthat you were given.
Now let's talk about what's atstake.
What is the impact if managersaren't effective in providing a
very action-oriented performancereview back to their employees?
(08:20):
Because there is an impact.
So we talked about the factthat they won't have the clarity
, they won't know the directionthat they're going in.
Well, what that causes is theemployee will feel as if they're
not wanting to be engaged withyou or with the business because
there's no value in it for them.
They don't see where they'regoing to be able to contribute
(08:44):
and grow and develop into thefuture of the team or the
business.
So why would they engage?
Why would they exhaustthemselves?
Our policies for raises and forpromotions I'm not going to get
(09:04):
a bonus because I'm at aceiling.
I've hit the wall when it comesto my compensation, so why am I
going to go over and beyond?
Unfortunately, some policiesmay just cause an employee not
to be engaged, but you, as aleader, can at least protect
them and get very creative asfar as ensuring that you keep
(09:27):
them engaged and you keep themfeeling valued and important.
Another impact to not providingrobust and action-oriented
feedback through yourperformance.
Review to your employees isyou're going to lose them?
Review to your employees isyou're going to lose them If
(09:48):
they don't feel that there's aplan and you're not considering
what comes next, how they cangrow, where their strengths are,
what opportunities there mightbe sometime in the future?
Well, they're going to justthrow up their hands and they're
going to leave.
So what's at stake is the factthat you're going to have a
retention issue.
You're going to have a turnoverissue.
You're going to have a turnoverissue.
You're going to have a moraleissue amongst your team or with
(10:10):
an individual, and maybe thatindividual is a high potential
individual of which you do notwant to risk losing them.
And individuals just want tofeel as if they're making a
difference, as if they'recontributing, that they're
valued, that they're important,that they have that opportunity
to grow and to develop and toadvance.
(10:32):
No one wants to just stay wherethey are today.
Think of it from your ownperspective.
What is it that you want?
What is it that you need fromyour manager?
What is it that you want?
What is it that you need fromyour manager?
What is it that you're aspiringto pursue and accomplish.
Your employees are no differentin having those same emotions,
(10:55):
same aspirations, same dreams,and therefore you need to figure
out what you need to be doingdifferently, possibly, in order
to give them what they need tostay engaged, to not leave you
and not leave the company, andto feel as if they have
opportunities to grow.
Disengaged individuals orindividuals who feel as if
(11:17):
there's no path for them,they're just going to erode the
return on investment you getfrom them, because your current
talent is going to feelrestricted and future talent is
going to resist coming in.
If they do their due diligenceand then they learn that the
process for performance review,the process for action
(11:40):
development plans, the processfor promotions and opportunities
are not there, well thenthey're just gonna go look for
better opportunities elsewhere.
So our goal is to avoid allthose pitfalls and to not get
anywhere close to those impactsto the business, those negative
impacts to the business, and howwe want to do that is let's
(12:00):
talk about a framework, afour-step framework, that both
an employee can follow, and thenwe'll have a four-part
framework that leaders canfollow when it comes to turning
the performance review into anaction plan that are going to
benefit the employee, themanager and the business as a
whole.
Let's start with managers outthere.
(12:22):
It's you listening and not youremployees.
Then pass this on to youremployees, but for all of you,
whether you're the employee orthe manager, you're all
employees, right?
Even leaders will want toconsider this four-part
framework from an employee'sperspective when they're
addressing their own performancereview and action development
(12:43):
plans.
First, we're going to translatethe feedback from the
performance review in such a waythat is easily kind of
categorized.
You can look at it as themes ofthe feedback being received
that you can then really zone inon to determine what needs to
(13:04):
come.
Next, take your performancereview and, if they're like most
, they'll have goals that werepassed down from the business to
the boss, from the boss to theemployee, and they're very, very
much probably the hard goals,the hard metrics, the business
results metrics, and then fromthere there are probably shared
(13:27):
goals from the team, maybeprojects, initiatives, new
implementations, whatever thecase might be, and then it could
be specific personal andprofessional development goals
that were linked specifically toyou as an employee A lot of
times.
Those are the kind of the threebig categories of the
(13:50):
performance review.
So take all the feedback, eventhe feedback regarding the hard
metrics, the shared goals.
What were they, what was theachievement, what was the
feedback received from themanager?
And put them in themes, becausethere could be things, as far
(14:10):
as those hard goals and thosehard metrics, and whether or not
you accomplished it or not,that they might have provided
feedback in regards to you knowyou missed it by 20% due to not
being fully engaged, not readilyavailable to the team, your
workload prevented you fromspending the amount of time you
(14:33):
needed to, whatever the casemight be.
Also, focus on the threecategories that we talked about
the shared goals.
What feedback did you receiveregarding your participation,
your contribution to the sharedgoals, and so put those into
themes, and then your personaldevelopment, professional
development goals that weregiven to you.
(14:54):
What is the feedback there asfar as your behavior, your
performance, your challenges,your blind spots, your strengths
, so forth and so on?
Are there themes?
Such as?
Themes could be teaming,engagement, communication,
leadership, strategic thinking,it could be prioritization, time
(15:17):
management.
Whatever the case might be.
Put them into categories andlook for the commonalities and
once you have all of that, youcan pick up on some nuances, you
can pick up on some patterns,you could pick up on some
consistencies of strengths,blind spots or areas for
(15:38):
improvement that you then candraft an action plan against.
And keep in mind somethingAction plans are not just for
areas for improvement orweaknesses or even those blind
spots.
Action plans can also be how doI leverage my strengths?
And your manager should bethinking about how do I have
(16:00):
this individual leverage theirstrengths, leverage a key skill
that they have that maybethey're not optimizing fully or
completely throughout the teamand throughout the goals that we
have for them.
It could be your strengths,your blind spots, your
weaknesses, your areas forimprovement.
Any of those areas could gointo your action plan.
(16:21):
But before you move on from thatstep, what you want to do is,
after you've identified somethemes, you found some patterns
and some consistencies andoverlaps, you want to look at it
and you want to be brutallyhonest with yourself.
As far as what is this feedbacktelling?
What is it that I need to learnabout this feedback?
(16:42):
And again, you might belearning about your strengths.
You might be learning aboutyour hidden talents, your hidden
skills.
You might be learning aboutsome blind spots or some
weaknesses that you have.
So you simply want to bebrutally honest, because this is
all about your development andgrowth, and you want to ask
yourself what is it that I needto be taking away and learning
(17:03):
from this feedback?
All right, so that's the firstpart of your four-part framework
for employees.
After that, you're going todefine your SMART development
goals as a result of it.
Now, I always talk in threes,so depending upon how many
themes comes out, how manygroupings or categories of those
(17:24):
themes, such as thecommunication and the leadership
and strategic thinking, soforth and so on you want to pick
one to three that are the mostcritical, that are going to have
the most impact to youachieving your goals going
forward, or that are negativelyimpacting you today in achieving
(17:45):
your goals.
You want to focus on one tothree of those and ensure that
you are defining specific goalsaround those things.
That's the first two parts.
You're going to take thefeedback, group them into themes
, look at those themes and thatfeedback and learn from it, and
then you're going to identifyone to three of them that you're
(18:07):
going to turn into very smart,actionable goals.
Now the third step once you haveyour SMART goals, what you then
want to be looking at is basedon all this feedback and based
on the goals I just established,what are my learning actions?
What can you be doing toelevate and enrich your own
(18:27):
leadership right now, your ownability to team, your own growth
, your own professionaldevelopment?
What are those things you couldbe doing in order to complement
the SMART goals and orcontribute to achieving the
SMART goals?
It could be anything from theresources or the support I need
as mentoring, coaching, takingsome classes, getting on a
(18:54):
project that might stretch mycapabilities or that might
provide me new skills.
Maybe I need to shadow someonein order to learn something new.
Maybe it's books, maybe it'spodcasts, maybe it's videos,
masterminds, whatever the casemight be.
(19:14):
But what are those learningactions you could also be adding
into your repertoire to supportthe SMART goals that you're
gonna pursue, based on thefeedback that you've received?
Following all of this is youalso want to ensure that there's
some degree of accountabilitybuilt into you going and
pursuing those SMART goals andacting on those learning actions
(19:37):
.
You want to talk to yourmanager.
You want to talk to otherindividuals to provide
accountability to you that youare indeed taking action and
moving forward and makingchanges based on what it is that
you have defined for yourselfas your performance action plan.
(19:59):
You might even create a cadencearound it, meaning you might
say to your managers can wetouch base once a month over the
next six months so I can reviewwhere I am, what challenges I'm
having, what opportunities Ihave, what questions or what
advice I need?
One ensure that you're puttingaccountability in place.
(20:20):
And then two, add to that acadence around getting that
accountability, getting thatadditional feedback and
observations regarding howyou're moving forward.
Part of the framework so wetalked about the framework being
write down your feedback intothemes.
From that, create smart goals.
Then formulate some learningactions beyond or contributing
(20:44):
to your smart goals.
Now you need to go and make theask, so to speak.
You need to review your actionplan with your manager if it's
not already been collaborated onand we'll talk about that when
we get to the manager'sframework you want to take your
plan and go to your manager withit, review it, provide them
(21:05):
your thought process behind it,your reasoning, the value to you
, the impact positivelypreferred to the team and to the
business and to that individual, the manager and gain their
support and their buy-in, andask them for what it is that you
need.
You might need their support.
(21:27):
You might need them to makeinvestments in what it is that
you want mentoring, coachingcourses, programs.
You might need advocacy orsponsorship from them to get
onto a project for you to bestretched.
Maybe you need their advocacyto find a place to be shadowed.
(21:47):
This is your time to advocatefor yourself Now.
If you follow this four-partframework, you will have all the
formulations of a veryeffective, very results-oriented
action plan of the frameworkfrom your manager.
(22:18):
Then everyone is good, everyoneis clear, everyone is on the
same page and you're going tohave a sense of confidence and
clarity and certainty about whatyou need to do next.
The feedback I get fromindividuals all the time is
that's all they want.
Employees just want to knowwhat path they should take and
they don't need to be told howto get there or how to go down
that path, but they need to betold what that path is and maybe
(22:42):
what the end result is expectedto be.
But they need some clarity andthey need some confidence that
you're there in support of themand you have their back.
Your performance review canbecome very, very
results-oriented by followingthis four-step framework from an
employee's perspective.
(23:03):
Let's talk about the manager?
What is the framework theyshould be following in order to
turn reviews into results?
Managers, your success dependson the strength of your team
members and, as a result of that, you need to provide them the
guidance, the detailed feedbackand the support, reinforcing
their strengths whilehighlighting where they need to
(23:26):
develop in order to ensure thateveryone is optimizing their
capability and functioning in avery effective, productive way,
so everyone is successful at theend of the day.
And in order to do that,there's four steps that I would
want you to follow in order toensure that that is the end
(23:48):
result of these performancereviews, that we don't want to
be just a PDF in a filingcabinet.
We want them to be a blueprintfor achievement, for results and
for ultimate success.
I mentioned earlier that one ofthe common pitfalls is that
once the conversation ends eventhe conversation of this
(24:10):
detailed action plan from anemployee's perspective even
after that ends, oftentimeseverything stops as far as
ongoing feedback, ongoingoversight, ongoing support, and
so the first part of yourframework as a manager when it
(24:31):
comes to the reviews for yourpeople is to ensure that those
reviews are reinforced, andreinforced meaning that you
actually schedule follow-ups,you create a cadence of touch
bases, you do check-ins on whatit is that they laid out in
their own action plan that youcollaborated and discussed and
(24:54):
signed off on, and how are theydoing, what successes have they
had, what challenges are theyhaving, what support do they
need, what investment do theyneed in order to pursue those
learning actions but also toachieve the SMART goals that
they've defined for themselves?
So you want to ensure that thenumber one thing you're doing
(25:15):
beyond that conversation is thatyou have follow through, and
that could even involveadditional feedback, additional
observation, maybe of strengths,but maybe of okay, we're still
not where we want to be.
I still need you to do X, y andZ.
(25:35):
I still see you challenged here, but great job in pursuing that
particular goal that you wereworking toward.
It's reinforcing what it isthat you provided them from the
beginning.
The second one would be,through this process, you want
(25:56):
to be co-creating orco-collaborating on this plan.
Now, again, that employee mayhave come to you with their
original plan laid out, based ontheir own framework of looking
over the feedback, putting theminto themes, creating their own
idea of the SMART goals,learning action, so forth and so
(26:17):
on.
However, you might have comeinto the discussion with your
own ideas.
So you really want to oneinclude the employee throughout
your creation of the developmentplan or ensure that you're open
, you're collaborating when theybring it to you.
(26:38):
So it's the partnership and thatperformance development plan
being solidified, and you wantto be actively asking them
questions and engaging them inregards to their review and
their action plan, such as so,what did you take away from the
feedback and that's when theymight get into themes how did
(27:00):
you feel about it?
What excited you about thefeedback, about the statements
that were made about you, theobservations, the critique?
What made you concerned or whatmade you really have to reflect
on your own performance andbehavior?
Let's talk about it.
So I understand how I cansupport you Reinforcing the
(27:22):
feedback that you're providing,reinforcing the accomplishments,
reinforcing the strengths,reinforcing the blind spots,
reinforcing the observations orany other feedback from other
people that you had laid out intheir performance review,
reinforcing the areas fordevelopment and ensuring that
they really feel confident andsupported when it comes to that
(27:47):
feedback.
They may not like it, remembergood, bad or vague At the same
time, as long as you're able todefend it, able to provide
details and context around it,able to champion and support
them, addressing it and thenovercoming it.
As long as you're doing all ofthat, then they'll feel
(28:09):
confident about what it is thatthey need to do next to address
it.
So reinforcement is absolutelycritical.
The last thing you want to besure of, whether it's from you
or from them, the employee, isthat everything is captured,
documented, written up, sent toboth parties, reviewed, edited
(28:29):
if need be, and finalized andsigned off on to ensure that
both of you are on the same page, have the same expectations and
understand that path that wetalked about.
Every employee wants to knowthat they're contributing to the
success and the future of thebusiness, and so you don't want
(28:52):
to leave them as one-offswithout being able to tie them
back to the growth of the team,the development of the team, the
success of the team, even whenit comes to things that someone
needs to improve on.
Well, I need you to improve onyour communication skills, your
(29:12):
time management skills, so itdoesn't negatively impact the
productivity of the team, andyou working on them and focusing
on X, y and Z will elevate yourcontribution to the team, your
readiness, your availability tothe team, as well as then the
team coming together and workingas a collective unit and being
(29:35):
very focused and very effectivein accomplishing this goal.
So you want to always tie backthe action plans that you're
defining for them, tie it backto how it impacts the results of
the team and the business, sothey can see that how they show
(29:58):
up each and every day into theirjob, into their role, into the
team is impacting theeffectiveness of the
productivity not only ofthemselves but of the team and
the business, I'll add, and thebusiness, I'll add, in the
business.
So make sure you're creatingthat linkage from their action
(30:18):
plans to the ultimate result ofthe team and the business.
And lastly, again, you want tobe part of that discussion
around the accountability andthe cadence of that
accountability.
You want to be talking to themabout what do you need from an
accountability perspective asyou go forward?
(30:40):
How often do you need it?
How do you want to receive it,in what manner?
Not necessarily what form likeemail or personal, but more so
you know how do you receivefeedback and how do you want to
receive feedback.
Some people just want to be tolddirectly.
Just tell me how it is good,bad or ugly.
(31:02):
Just tell me how it is.
Others need it to be moresubtle, more softer, more
supportive, more motivating,more inspiring.
Take this opportunity todiscuss with them how do they
want to be held accountable?
How often do they want to beheld accountable?
How often do they want to beheld accountable?
How often do they want justcheck-ins, just requests for
support?
Do you have what you needMotivation, inspiration,
(31:26):
championing.
We all want it and need it, andso you want to get clarity from
them around it, so you knowexactly what is needed in order
to get the best out of thatindividual as they go to pursue
and achieve their goals, for notonly themselves, but for the
team and for you, that being theframework for the employee and
(31:49):
the framework for the manager.
Let me just leave you with acouple of tips.
First, for the employee.
Let me just leave you with acouple of tips.
First for the employee.
Don't take your growth, yourdevelopment for granted that
someone's going to come alongand tap you on the shoulder and
hand you a beautiful blueprintor roadmap for your career
(32:13):
trajectory, your careeradvancement, your career success
.
Make sure you're advocating foryourself, you're taking the
lead, you're taking theinitiative to develop your plan
yourself and seeking the supportand asking for the support that
is needed Now for the managers.
If you are not focused Now forthe managers, if you are not
(32:48):
focused 98% of your time, I'mleaving 2% for wiggle room on
looking strategically, lookingat the vision of the business,
so forth and so on.
But if you're not completelyfocused in prioritizing the
growth and development of yourpeople, that all you're doing is
managing tasks.
All you're doing is doing so.
I often talk to my clients aboutare they a doobie or are they a
leader?
And I would suspect, aspowerhouse leaders that listen
(33:10):
and participate with thispodcast, with this podcast, that
you want to be a leader or youare a leader.
To do so, you need to be solelyfocused on the growth and
development of your people andnot just managing tasks.
Now, to summarize we talkedabout the fact that it doesn't
(33:33):
stop at performance reviews.
That's just the starting point,the launch pad.
It goes further from that.
You want to build momentum, youwant to build excitement, you
want to build energy, confidence, value in your team members in
order to get the most and thebest out of them.
Employees, you want to be surethat you take your feedback, you
(33:54):
learn from it, you learn fromit and then you develop plans to
grow from it.
And, managers, you really wantto lead the development and the
growth of your people and thebusiness, because it's your job,
that's what you're responsiblefor.
That's what you're responsiblefor.
(34:15):
A call to action for all of youwould be, as an employee take
the initiative, be proactive indeveloping your development
action plan and do what you needto do to get that in front of
your manager.
Now you might have a protocol,you know a process to follow,
(34:36):
and that's fine, but don't waitfor them to come to you.
You take the initiative and, forthe managers, ensure that you
are intentionally and purposelylaying out not only that initial
conversation but ongoingconversations.
(35:19):
But ongoing conversations toensure you're checking in and
you understand the pulse of yourteam members and that you
understand what it is, ways forthings to go in all kinds of
directions within each part ofthose four-part frameworks and
let alone time is very limitedfor many of us.
However, if you need supportguidance.
However, if you need supportguidance, if you need some
(35:53):
insights to deliver for youremployees and or you, and steps
you could be taking to make surethat you can transform reviews
into results and you cancontinue to be and or work to
become the powerhouse leaderyou're meant to be, be sure to
follow the show.
Be sure to follow the show.
(36:14):
Once again, you can go toballoffirecoachingcom forward
slash podcast.
Not only get the episoderegarding writing powerful
performance reviews, but you candive into our hall library of
great guests and great topicsthat we've talked about over the
last several years.
Until next time, I'll lookforward to having you for
(36:35):
another episode of Shedding theCorporate Bitch.
Speaker 2 (36:37):
Bye.
Thank you for tuning intotoday's episode of Shedding the
Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
(36:58):
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing.
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