It is well established that feedback is shared in a timely way, in healthy feedback cultures. There is also an expectation that performance reviews and appraisals will be more than a tick box exercise.
Strevas works with reviewers and reviewees to enable them to get the most out of the appraisal process. We’ve been supporting reviewees to take ownership of the process and take advantage of the opportunity it presents. We’ve been encouraging reviewers to adopt a coaching approach and deliver feedback in a way that is specific and constructive.
In our interactive workshops, lawyers and business services professionals, at all levels, hone their skills, both to deliver and receive feedback and cultivate healthy working relationships.
Is virtual the new norm?
Most of our clients now carry out review, feedback and appraisal conversations virtually and this is likely to remain as an established new norm, as we work our way out of the pandemic. It will, in any event, continue to apply to professionals travelling less, whilst collaborating across international offices. Our live, interactive workshops online, align with this reality. They provide the opportunity to work on skills, where ‘face to face’ contact, body language and voice variations are experienced or interpreted through visual and auditory media.
The wisdom of preparation
Busy professionals have so much to juggle. Most of us remember heading into reviews or appraisals, on the hoof. Yet, there are great benefits in taking time to prepare, for both reviewer and reviewee. Most appraisal systems include clear guidelines on preparation, yet we still often find this is the road less travelled.
Setting up for success
We look at three stages:
- before the conversation: preparing for a constructive meeting, in which both parties are well informed and approach it with a positive mind set and are clear about what they want to achieve.
- during the conversation: establishing a collaborative meeting, making the most of feedback and managing any emotional responses.
- wrapping up: leaving the conversation with agreed goals, action plan and follow up, with the reviewee having the confidence and motivation to move forward.
Much value, both to the organisation and the individual, is gained by cultivating a healthy feedback culture, where challenging conversations - if needed - are not avoided but, rather, are seen as an opportunity for growth. This is particularly so, where the environment is experienced as supportive, enabling good performance, addressing career aspirations and promoting wellbeing.