Author: Kris Dunn and Tim Sackett from Fistful of Talent

Ahh, the dreaded performance review

Everyone—including managers, team members and you (if you’re the one in

charge of the system)—dreads the annual performance review.

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To ease the pain, you’ve tried to create a performance culture that focuses on frequent and ongoing coaching rather than the annual

review event… but

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No matter what you do to prepare your organization’s managers to be better

coaches and performance managers, it all goes out the window when someone

doesn’t agree with them.

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And, if the employee who’s receiving the

feedback/coaching isn’t on the same page as their manager, the

employee stops listening and believing in what

their manager is trying to get them to be.

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They’re going to:• Disagree • Come back at your managers and give

reasons for why things are the way they are • Tell your managers that more performance

isn’t possible, and that it’s not their fault

It’s natural. Team members aren’t going to just stand around and be compliant.

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Either give your managers tools to deal with the objections, or give

them quality instructions on how to assume the fetal position without

pulling a hamstring.

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Prepare your managers to deal with objections at performance review

time. Identify the faces they're going to see on the other side of the table

when coaching for increased performance.

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Dive into this white paper to discover the 5 most challenging faces personas/masks that team members regularly use to intimidate managers during performance conversations.

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The 5 faces at a glanceThe Diva1 The Deflector2 The 9-to-5er3

The Upwardly Mobile/Unsure4 The Star5

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• Thinks he’s a world-class performer• Usually a high performer in one area,

with development needs in other areas• May have had a hands-off manager

before you

THIS JUST IN: • He’s not sure he has anything to learn from you• Can be a disruptor on your team and a poor teammate • Odds are some teammates hate to see him go unchecked

The Diva1

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• He could do more, but he’s been dealt a terrible hand at this jalopy you call a company

• External locus of control rules the day. He’ll tell you he doesn’t see the point of trying harder. Too many things are in the way

THIS JUST IN: • He doesn’t not believe in you, he just thinks you’re part of the

overall situation.• Whoops…Are you enabling this person with the

manager pass-through?• External locus of control means you’ll have to box

him in the hardest

The Deflector2

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• Looking to work 40 hours, easily offended when you ask for more

• 9-to-5 outlook can be voluntary or involuntary (parent, etc.)

• Generally looking to meet the expectation/hit the target, low interest in discretionary effort

THIS JUST IN: • If 9-to-5 outlook is involuntary, you can buy discretionary

effort via flexibility• Seen as steady performer by those around her

The 9-to-5er3

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• Seeks to excel, but is unsure of what they want in their career

• No opinion on what the next step is for them, much less two steps down the road

• Will provide discretionary effort, especially if recognition follows

• Is looking for feedback on performance and linkage to how to progress in her career

THIS JUST IN: • If you don’t take the time to be interested, she can turn into a

9-to-5er or a Deflector

The Upwardly Mobile/Unsure4

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• One of the best in the company… and in the city

• Can choose to influence others or be an island depending on the role, and you’ll live with it…

THIS JUST IN: • He’s not sure he has anything to learn from you… Even if he

can’t, you have to try to engage…• You have to answer a tough question: How do you engage a

star on performance?

The Star5

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• Focus on the definition of performance that is “hit it” (meeting expectations) and “crushed it” (exceeding expectations).

• Push for more performance, specifically describing what you need and why it’s good for the team member (verbally and in writing).

• Focus on efficiency. Talk about how the team member can attack their goals and get more done

• Focus the team member on what they can control

• Link the development plan with the team member’s performance

Strategies for dealing with the 5 faces

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Of course, you don’t want to use all five strategies for any one face…

Just pick the most relevant and go from there

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The five faces are waiting, and they’re not going to take it easy on you.

But not to worry, advice is close at hand.

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Download the white paper: The 5 Faces Your Managers See During Performance Reviews Author: Kris Dunn and Tim Sackett from Fistful of Talent

Be ready to face the five with your best strategy

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