emotionally intelligent performance evaluations
DESCRIPTION
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.TRANSCRIPT
EMOTIONALLY INTELLIGENT PERFORMANCE EVALUATIONS
Leadership RetreatPresenter: Dr. Maynard Brusman
San Francisco, California 2011
Copyright © 2011 Dr. Maynard Brusman. Working Resources. All Rights Reserved.
Learning Objectives
l Align the performance evaluation process with the firm’s mission, vision, and values
l Understand key emotional intelligencecompetencies
l Increase comfort with performance review conversationsl Identify the core message employee should remember after
the conversationl Practice coaching employees on future desired
performance focusing on strengths
EMOTIONALLY INTELLIGENT PERFORMANCE EVALUATIONS
Self-Assessment
PERFORMANCE EVALUATIONDEFINITION
Performance evaluation is the process of evaluating a staff member’s performance, considering future goals, and addressing any training or development needs
PURPOSE OF PERFORMANCE
EVALUATIONl Feedbackl Promotionl Performance improvementl Coaching & mentoringl Development & trainingl Career Advancement
A GREAT PERFORMANCE EVALUATION SYSTEM
1. Performance Planning2. Performance Execution3. Performance Assessment4. Performance Review
JOB ANALYSIS
l Essential goals and objectives upon which performance will be evaluated
l Success-Factor Definitions and Descriptionsl Describes performance in behavioral terms
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 changeï Personal/Interpersonal and Technical Skills
Competencies
EVALUATION FORMS
1. Personal-interpersonal (EQ) competencies2. Job-specific competencies3. Key job responsibilities4. Goals and major projects5. Summary of achievements to further
mission, vision, and values
EVALUATION FORMS
l Focus on behaviors and resultsl Best-practice organizations evaluate
employees based on core competencies
GOALS
l Emphasize resultslMeasurablel Challengingl Linked to missionlMutually agreed upon
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 visionl Provide interesting workl Develop a collaborative and team-based
culture
GIVING FEEDBACK
l Learned and part of firm’s culturel Everyone’s responsibilityl Balance positive and negative feedbackl Focus on specific examples of behaviorl Timelyl Contracting
CONVERSATION STRATEGIES
l Be appropriately sociablel Ask for employee’s self-appraisal firstl Present your evaluationl Confirm employee’s understandingl Discuss agreements and disagreementsl Discuss goals and action plansl Remove obstacles
EFFECTIVECONVERSATIONS
l Employee does most of the talkingl Intense effort to listenl Problem-solvel Comments based on specific behaviorl Appreciative inquiry questions
FOCUS ON STRENGTHS
l “Now Discover Your Strengths”
CORE MESSAGE
lWhat is the single most important message?
COACHING
l Providing and clarifying directionl Encouraging the development of
performance goalsl Giving feedback and listeninglMotivatingl Removing barriers and providing resources
RECEIVING FEEDBACK
lWelcome feedbackl Proactive in seeking feedbackl Be open to changel Listen to feedback from everyonelMulti-rater 360-degree feedback
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.
RESEARCHl 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
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
EQ vs. IQEQ 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 pressurel EQ is the courage to make decisionsl EQ is the strength to persevere through
adversity
EQ vs. IQ
l EQ is the vision to create the futurel EQ is a skill. Skills can be learnedl Employees in an emotionally intelligent
company empowered to contribute fullyl Emotionally intelligent organization
creates innovative products & services, and exceptional customer loyalty
Five Competencies of Emotional Intelligence at Workl 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
lMotivation-Passion to pursue goals with energyl Empathy-Awareness of others’ feelings l Social Skill-Proficiency in managing
relationships
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
EQ GREMLINS
l Fearl Avoid Conflict and Challengel Negative Internal Dialoguel Unrealistic Expectationsl Blaming Others
INTERPERSONAL SKILLS
l Focus on behaviorl Build self-esteeml Solve problems collaborativelyl Listen activelyl Probe for understandingl Positively reinforce desired behaviors
SYSTEMS THINKING
l Redesign processes and systems that generate outcomes and results
ABOLISHING PERFORMANCE APPRAISALSl “Performance appraisals are the
bloodletting of today’s management”Steven Covey
Develop win-win agreements based on trust,listening and communication
ACTION PLAN
l Identify 3 strengthsl Identify 3 growth areasl Develop a plan to improve specific skilllMove action forward with a coach
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
Social Media
l Connect with me on these Social Media sites.
http://twitter.com/drbrusmanhttp://www.facebook.com/maynardbrusmanhttp://www.linkedin.com/in/maynardbrusmanhttp://www.youtube.com/user/maynardbrusman
Dr. Maynard BrusmanConsulting Psychologist & Executive Coach
Working Resources San Francisco, California Tel: 415-546-1252E-mail: [email protected] Site: http://www.workingresources.comSubscribe to Working Resources Newsletter:http://www.workingresources.comVisit Maynard's Blog:http://www.workingresourcesblog.com