A great performance review is not an evaluation conversation, it's an alignment conversation.
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Either, we're running as fast as we can toward clear targets. Or we're running as fast as we can without clear targets.
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One of the best, most leveraged, most impactful things you can do as a leader is to grow new, excellent leaders.
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When we talk with bosses about their work today, we don't hear about commutes. We don't hear about summer hours, or four-day-work-weeks, either.
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The opportunity in July (or whenever your mid-year review period lands) is to go back to the whole point of the exercise.
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The best thing you can do. The magical transformative thing you can do to improve your odds that something amazing will happen. Is to think ahead.
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It's early April, which means the first quarterly review for a lot of teams. If you haven't done yours yet, now's your chance.
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When your brain learns that there are blocks of time when it can reliably expand and take on bigger things, it's astonishing what happens.
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When you look back at the last month, or the last year, what patterns do you see? What are those habits, and are they serving you, as you are now?
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Effective strategic planning is an alignment tool. Alignment as in the whole team. Everyone.
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There's an adage in business that any decision is better than no decision. Because even if you're wrong, you can always make a different decision further down the road.
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The bosses we know don't rest very well while their team is in chaos. And many times the people on their teams don't rest, either. Goals are hard work, we know. But they are how we buy ourselves some clarity. And for us, at least, clarity is what lets the rest actually happen.
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