7`    , 6 @@@@@ ````  UNIVERSITY OF LA VERNE PERFORMANCE EVALUATION GUIDE The following information is provided to assist you in setting employee objectives, writing performance evaluations, conducting performance evaluation meetings, and providing ongoing coaching to your employees relative to their performance and developmental needs. Sections Page I. Objective Setting Considerations - All Employees 2 II. Objective Setting Considerations - Supervisor & Manager 6 III. Performance Evaluation - Examples 6 IV. Employee Development - Ongoing Coaching 17 Section I Objective Setting Considerations-All Employees This section contains information designed to assist you in the development of objectives for your employees: A. Working Relationships 1. Relationship with Supervisor How well does employee inform supervisor of progress and possible problems? How cooperative and supportive is he/she? Does he/she work through, rather than around, supervisor? 2. Relationship with Co-workers Does employee get along with fellow employees? How well liked and respected is he/she? How well does employee work as a team member? Does employee respect and accept all that diversity brings to the workplace? 3. Relationship with Those You Supervise (Supervisors/Managers only) Do those reporting to this employee support him/her? Does this employee know, care about, and actively develop each of their employees? Is this employee a role model for the people supervised? Is this employee effective in supervising a diverse staff? 4. Confrontation Does employee resolve conflicts directly, quickly, and completely? Does employee discuss unpleasant issues with courtesy and tact? How well does employee give and take criticism? 5. Customer Service Is employee known as a service provider to both internal customers (other departments and colleagues) and external customers (prospective students, corporate contacts)? 6. Leadership Skills Does employee take charge and initiate actions toward accomplishing the organization's goals? To what degree does he/she "buy into" - and support-the organization's values? How well does the employee coach and develop others? B. Communication Skills 1. Verbal Communication How well does employee come across one-on-one, or in a meeting? Does he/she get to the point without rambling or over-explaining? Does he/she maintain sufficient (and natural) eye contact? Does he/she make sure that listeners have understood? 2. Written Communication Is employees writing clear, concise, and well organized? Does he/she communicate accurately on paper? Is grammar and usage correct? Are documents proofread carefully? Does writing reflect an appropriate personality? 3. Listening Is employee sincerely interested in what other people have to say? Does he/she show it? How well do people open up to this employee? When appropriate, does he/she check to make sure others understood properly? 4. Informing How well does employee let people in on decisions or changes? Does he/she inform people on a timely basis? Is he/she an accurate judge of who needs to know what? 5. Presenting Is employee composed and confident in front of a group? Is he/she organized, credible, persuasive, and interesting? Are handouts and visual aids effective? Does he/she get the desired result? C. Self-Management: 1. Planning/Organization Does employee prioritize and plan work effectively? Is employee organized, are files, records, and key documents in order, and easily accessible by others? Is employee surprised by problems, or does he/she anticipate and solve them in advance? How good are they with attention to detail? 2. Responsiveness/Timeliness How quickly does employee turn around documents that require a response? Does he/she respond within four hours to other peoples voice-mail/e-mail questions? Does he/she return phone calls promptly? 3. Initiative How often does employee experiment to improve current systems, or take action without having to be asked? Does he/she offer solutions/options when presented with problems? 4. Adapting to and Implementing Change Is employee open to new ideas and ways to do things, able to thrive on chaos and, at the same time, minimize it? Does he/she introduce and implement change effectively? 5. Emotional Control/Energy Level How well does employee handle crises and emotions? Are moods generally stable and upbeat, or prone to fly off the handle? Can employee sustain a high energy level as required by the job? 6. Training/Continuous Learning Do she/he strive to learn more, to make it a point to participate in at least one training event per year, to learning different operational areas even though they many have no immediate relevance to the position? 7. Attendance/Promptness What is their attendance record? Does he/she arrive and start on time, attend meetings and appointments as scheduled? Is he/she prompt in reporting their tardiness or absences? 8. Image/Work Area Does employee dress and groom appropriately? How neat/organized is personal work area? 9. Ethical Behavior Is employee honest with people, avoids favoritism, and does not take liberties with expenses and time off; do they model what good ethical behavior should be? 10 Delegation (Supervisors and Managers only) Does she/he give clear instructions when delegating, delegate authority with the task, review progress and provide feedback, actively look for responsibilities to delegate? D. Projects and Continuing Responsibilities 1. Key Results How well is he/she meeting job requirements? Did employee accomplish their written objectives? 2. Quality of Work Is employee meeting the preset qualitative performance standards of the position? How accurate, thorough, and useful is the work? Are projects completed with no loose ends? 3. Quantity of Work How productive is employee? Is he/she meeting the preset quantitative performance standards for the position? How does employee compare to others who have done or are doing similar jobs? Does he/she consistently meet or beat deadlines? 4. Efficiency/Cost Control Does employee look for, find, and act to reduce inefficiencies? How well does employee minimize or eliminate unnecessary procedures and time wasters? Is he/she an effective negotiator? How well has employee met budget objectives? 5. Critical Thinking/Decision Making Does employee use a common sense approach to handling situations, think globally instead of falling prey to tunnel vision, make objective, unbiased decisions based on facts, keep an open mind? Are decisions timely? 6. Innovation/Creativity Does employee identify opportunities to improve systems and procedures, respond to unusual or stubborn recurring problems? How many new ideas has he/she offered management? How many were accepted and implemented? 7. Job and Institutional Knowledge How well does employee understand the concepts, techniques, and requirements, of the job? Does employee keep up with trends in the profession, as well as in the specific job area? Does he/she have a good working knowledge of the University of La Verne? Section II Objective Setting Considerations-Supervisors & Managers In addition to the specific measurable objectives, which you may have created from Section I, you should consider one or two additional objectives from the list below, as may be appropriate for the supervisor or managers area of responsibility: A. Leadership B. Planning, organizing, and delegation C. Communication and listening D. Management of staff E. Diversity of staff F. Professional development of staff G. Management of resources/budgets H. Ethical behavior I. Compliance with institution policies and procedures J. Adherence to safe work practices K. Timely completion of employees performance evaluations Section III Performance Evaluation-Examples This section contains some examples of ways to address positive/good performance and behaviors, as well as ways to address negative/poor performance and behaviors during the evaluation meeting. Projects and Continuing Responsibilities 1. Key Results (Positive) When all the numbers, facts and figures come to the table, youre hitting the mark. Your important projects and initiatives of the past 12 months have had a positive effect on our organization. Your success in these key areas shows me that you have a global perspective and a clear understanding of what is important to our overall operation. (Negative) While you have had your share of success on certain projects and assignments over the past 12 months, many of your outcomes have had no real effect on our overall operation. This leads me to believe that youre spinning you wheels on low-impact initiatives. Furthermore, your shortage of key results suggests that youre not fully in tune with the important objectives of the department 2. Quality of Work (Positive) Your work is top-notch. Its obvious that you take great care to ensure quality and that projects are done correctly. You always take a thorough approach with every aspect of your job. One of the things I enjoy most about working with you is the obvious thought, care and desire you put into your work. You dot your Is and cross your Ts, consistently displaying a conscientious and caring approach to your work. Turning out the best work product possible is important to you, and it shows. (Negative) Let me get right to one of my major issues with your performance: You tend to be too process-driven and not enough quality-driven. Although you are a compulsive list maker (which generally is a good thing), you focus too much on crossing items off your list (sometimes even before theyre truly done). This rush factor results in compromised quality, because you fail to complete the last 10% of a project, or hand in a report with inaccurate data. Your speed demon approach sometimes causes less-than-desired quality. 3. Quantity of Work (Positive) You are a high-output professional. You turn out an astonishing amount of work, consistently meeting your deadlines, attending endless meetings, reviewing countless reports, conducting regular one-on-ones with your team and turning out one project after another. The amount of time you give to the department reflects your ambition and commitment, which is perhaps the number one reason I have so much respect for you as a professional. (Negative) I know that you are actively engaged in your work and give it a considerable amount of time and energy. Unfortunately, your efforts have not yet translated into the tangible results I expect (and still have high hopes for). There are a number of priorities you have simply not gotten to, or have only given minimal attention. Im concerned that your lack of organization and off-target prioritizing have kept you from accomplishing more. Im anxious for you to start pursuing more high-impact initiatives. Once you understand our systems better, stabilize the department and get organized, Im confident your level of output will increase. 4. Efficiency/Cost Control (Positive) I acknowledge and appreciate your long list of savings - you are always on the lookout for ways to save money. When purchasing goods and services you always consider the cost and search for ways to lessen the expense. Youre an effective negotiator who always tries top get the best deal. Furthermore, you squeeze a lot of productivity out of your staff by setting high performance standards and ensuring that they are met. Thanks for setting such a fine example of cost consciousness - you spend the Universitys funds as though they were your own. Final point: You have stayed well within your budget year-to-date, nice work. (Negative) You have not maximized your opportunities for controlling and reducing expenses. Youre terrific with the small stuff, but too often you blow it with high-ticket expenses. In the future, be more conscientious of all costs relating to your area by spending time analyzing your monthly profit-and-loss statements, overhead reports and promotional expenditures. I believe you care about spending the Universitys money prudently. Now, stay on top of how and where its being spent. 5. Critical Thinking/Decision Making (Positive) You have a remarkable ability to ferret out the facts, applying sound logic and reason, and then make the right recommendation/decision. You often demonstrate your ability to lead us through a too many options and, ultimately, make the right choice. You are a fast learner who gets to the core issues quickly. While I dont always agree with your decisions, I do respect your decisive nature. I know that others, as well as myself, count on you to present crisp thinking and sound advice on many issues we bring to you. In fact, your input generally improves our decisions and bottom-line results. (Negative) Some of your decisions and recommendations simply arent fully baked. Ive sent you away many times to gather the information, which you chose not to research initially. In the future, please have as many facts in front of you as are readily available before you make a recommendation and ask for my approval. If you dont have facts in order - and I know theyre available - expect that Ill ask you to go dig them up. Plain and simple, the more you know about the department and the University, the more valuable you will be as an advisor to me. Furthermore, you usually think problems and situations through, and have a good sense for the most appropriate action. Yet you seem unsure of yourself at times and defer to others and me too often. Always present your recommendations so that I can get a good feel for what youd do if decisions were left completely to you. Please make it a point to share your opinions and recommend decisions more freely in the future. 6. Innovation/Creativity (Positive) Theres no question, you have a positive attitude toward innovation and change - I note scores of improvements to your current systems, reports, spreadsheets, etc. Moreover, youve successfully incorporated innovation into your departments culture; your people innovate almost unconsciously. (Negative) Theres no question you have a positive attitude toward innovation and change. Nevertheless, you havent overwhelmed me with bright ideas, small improvements and new approaches to old problems. Take the time to develop big ideas and innovations. Set some bold goals. I am concerned that youre too conservative in your management approach, and are not willing to take the necessary risks that will take your department to a higher level of output and quality. Earn a reputation as one whos constantly proposing new ideas and better ways of doing things. While I acknowledge the many innovations youve brought to your area, which have lowered costs, streamlined systems and created significant efficiencies, you are still capable of injecting far more creativity into your work. Consider your daily objectives: How can you inject more creative thinking into every task? Doing so will not only add value to your output, but will bring you far more satisfaction and more significant results. 7. Job and Institutional Knowledge (Positive) You know the institution like the back of your hand. Not only do you understand the technical side of your job thoroughly, but you understand how the University is structured and how and why our department does what it does. Im completely secure with your understanding of the University and your position. (Negative) You are too out of touch with the significant details and work flow of this department and the institution. You lack a solid grasp of many systems and procedures. In addition, I suspect you dont know where much of the data comes from that appears in your reports. This lack of understanding often results in you communicating bad information, and worse, causes costly cracks to remain unfilled. Make an effort to learn the intricacies of all your systems from your people - they have a lot to teach you! Find the discipline to sit down and learn how your department works from an administrative/work-flow perspective. B. Self Management 1. Planning/Organization (Positive) You are a conscientious goal setter and list maker. You write everything down, you review your priorities regularly and you stay on top of your work. Because you are future-oriented, you rarely leave anything until the last minute. Your attention to detail is admirable. Whenever a major decision is made in another department, you are quick to consider the ramifications for the entire institution. Typically you respond by writing what if? and what do we need to do? memos. Thank heavens for your tenacity in forcing top management to think into the future and plan ahead. Your global planning skills add a lot of value to the University. (Negative) Your planning and organizational skills need work. Because you seldom invest the time to plan your work well in advance, you are often plagued with missed deadlines, inadequate instructions and insufficient lead times. Oh, by the way, I need this yesterday has become your all-too-common plea. You lack proactive plan and merely react to your work. You often appear scattered and unfocused, and you dont juggle multiple projects well. One way that your lack of planning and organization manifests itself is by spending too much time on the telephone and too much time meeting face-to-face. Spend a higher percentage of your day planning, organizing, reading, writing (memos, letters and reports) and simply developing your ideas. While many people suffer from being out of touch and from under communication, you spend too much time on these activities. If not used intelligently, meetings and telephones can waste incredible amounts of precious time. For my taste, and for the sake of your own effectiveness, you are operating too loosely. 2. Responsiveness/Timeliness (Positive) On routine, day-to-day communications (phone messages, one-on-one follow-up items, questions on documents, comments on monthly reports, etc.) you are exceptionally prompt in your replies. You rarely sit on anything. Ive been told that you always get back to people quickly and consistently. (Negative) Lets face it. Stuff gets buried in your in-basket. Ill tell you straight out, Im uncomfortable that you allow your in-basket to pile up -- I interpret it as an obvious sign that you are not as on top of internal documents as you could and should be. Im being picky on this issue, and its appropriate. Although I dont nag you about meeting critical deadlines, I do notice when you fail to meet them. Please make a stronger commitment to following through on your promises and deadlines. 3. Initiative (Positive) One of your best attributes is that youre not afraid to move off dead center. When an opportunity presents itself, youre fearless in taking the first step, such as making a phone call or writing an inquiry letter. Your initial momentum is commendable. (Negative) One of your biggest challenges with new projects and opportunities is getting started. Encouraging you to take the first step on a new agenda is often like pushing a car uphill. If you expect your department to grow, you must jump in and take initiative. Dont be afraid of an occasional false start or misfire. The mistakes you make will be learning opportunities. 4. Adapting to and Implementing Change (Positive) I applaud you for endorsing and embracing change within the company. You always react to change positively and support the companys policy decisions. You roll with the punches. I appreciate your open-mindedness; moreover, I never get the sense that you must have it your way. Your flexibility with regard to change, at least from my perspective, has contributed significantly to your success. (Negative) Change is difficult for you and you constantly struggle with it. On one hand you want to be seen and respected for your ability to adapt, but on the other hand your track record clearly shows that you arent open to it, at least initially. In the past year you have initially resisted most of the major changes I have proposed. Be more of a change agent, as opposed to its nemesis. You also run into difficulty with introducing change. You tend to be too eager to announce it and then too anxious to move on. Spend more time justifying and explaining the changes you present. Strategize more and create a plan for introducing change in a way that will help others understand and accept it. 5. Emotional Control (Positive) You work well under pressure, always maintaining an optimistic outlook and a pleasant disposition. I rarely see you get frazzled, and Ive never seen you lose your temper. When things get chaotic or the news is bad, you normally maintain an upbeat attitude. I appreciate that you always maintain your composure, especially when others are losing theirs. Your maturity and emotional control is one of the reasons I enjoy working with you. (Negative) When something is bothering you, you keep it inside instead of sharing it with those who can do something about it. Stop harboring bad feelings and private frustrations! By voicing what concerns and upsets you, youll experience a badly needed relief that will, if nothing else, lower your stress level. 6. Training/Continuous Learning (Positive) As it relates to keeping current with your profession, you buy into the concept of continuous learning completely. You make a commendable effort to keep up with the technical side of your job. I can tell that youre constantly on the lookout for any book, magazine or seminar that will improve your current level of skill, which is admirable. I hope your enthusiasm for new skills and ideas continues. (Negative) I sense that youve quit learning in your job, or seriously slowed down the pace. Have you taken the attitude that you have nothing left to learn? I dont see you working diligently to improve your knowledge base. Im not aware of any books or magazine articles that youve read on your own initiative. Do you have a learning program in place that Im simply not aware of? 7. Attendance/Promptness (Positive) You rarely miss a day due to illness. Youre always one of the first to arrive in the morning and you are always on time to meetings. Thank you for not only being here and present every day, but for being so respectful of other peoples schedules. (Negative) You are inconsistent with your start and stop times in the office and people often dont know when youre coming in or when youve left. Many times I have difficulty reaching you because of your erratic schedule. A number of your peers have commented that you cannot be counted on to make it to meetings on time, which frustrates them. You also postpone many meetings (mostly with your people and other departments) so that people learn not to count on your follow-through for meeting commitments. Make a better effort to attend, on time, the meetings you set and/or agree to. 8. Personal Image/Work Area (Positive) You dress and groom professionally, thanks for caring enough to look your best every day. Your office is always neat and tidy, and reflects well on the company. (Negative) Regarding your office, Ive noticed stacks of paper accumulating on your desk, and I find your desktop appallingly cluttered. Its dead giveaway that youre disorganized and out of control. Frankly, Id be afraid to look in your desk drawers and files! I implore you to get your desktop reasonably organized and then keep it that way. Your department, while basically orderly, could be tidier. There are stray boxes in aisles and on top of desks, certain workstations are disaster zones, and there always seems to be a general degree of messiness within your department. Please convey the benefits of (and my insistence on) a neat and orderly department appearance. 9. Ethical Behavior (Positive) Ive not had a reason to doubt your integrity. You dont pad expenses, make side deals with vendors or take liberties. Youve proven yourself to be a fair-minded, highly ethical professional. Thank you for your exemplary conduct. (Negative) Your personnel file is littered with examples of ethical lapses. You seem to rationalize this with lame excuses and unreasonable assumptions. Plain and simple, you do things most other people wouldnt. Some of these things may be okay in other places of business, but not at this institution. When you use poor judgment and compromise your ethics, you sabotage your image, the respect of your peers, your relationship with me and, most importantly, your future with the University. When confronted, you always fess up, apologize and show remorse. Unfortunately, you continue to commit acts which border on being unethical. Once and for all, I hope youve learned your lesson and will keep your record clean. Please dont let me, or the rest of the institution, down. 10. Delegation (Supervisors and Managers Only) (Positive) You have a clear understanding of what needs your attention and what should be delegated. Furthermore, you always know exactly who to delegate projects to. And, to close the loop, youre able to explain exactly what you want effectively and thoroughly. Consequently, most of the projects you assign come back the way you want them and before deadline. Congratulations on using your support staff effectively. (Negative) You often bite off too much work and dont delegate enough. Worse, you often delegate projects at the last minute with insufficient lead-time. You spend too little time assigning tasks and giving proper instructions. I urge you to make a master list of projects, and then ask yourself which ones can be assigned. Even if youre not 100% confident that your staff can complete them properly, isnt it better to get something back that may need refining than to let it lie dormant until you can get to it? You are probably underestimating your staffs potential. One concern expressed by many of your staff members was that you have difficulty knowing what projects to assign to whom, and how long each of the projects should take. While this is only one aspect of delegation, you need to gain a better understanding of each jobs degree of difficulty and the required time for completion. By grasping this, along with each team members capability, you will increase your delegation effectiveness. 11. Diversity: (Positive) I am pleased with your success in attaining diversity in your department. A diverse workforce brings a multitude of new dimensions, ideas and approaches to problem solving, and in creating programs and systems that better meet the needs of our institutions many clients served. A diverse workforce also signals to everyone that the University is, indeed, committed to creating an atmosphere that emcompasses the best of a myriad of lifes experiences. The successes of your department may be attributable, at least in part, to your success in bringing together and managing a wide variety of culturally diverse male and female viewpoints. (Negative) You have not utilized recruiting opportunities to search diligently for well-qualified culturally diverse men and women to fill your positions. You should take longer if necessary to ensure that your applicant pools for vacant positions represent a wide range of qualified women, minorities, and diverse cultures prior to interviewing for any vacant position. Your job interviews should not begin until you have found a good mix of qualified culturally diverse men and women to interview, after which you should, of course, offer positions to the best qualified. C. Working Relationships 1. Relationship with Supervisor (Positive) Your responsiveness to recommendations, pep talks and even reprimands makes managing you rewarding and worthwhile. In fact, I find it difficult, and seldom necessary, to criticize you because I know youre always giving it your all (especially when problems arise). I always feel youre in my court, even when you disagree with me. Thanks for being so committed to me and the Universitys overall vision. (Negative) You know my hot buttons better than anyone and seem to enjoy pushing them from time-to-time. Why you still venture into infested waters, and, frankly, ask for it is beyond me. You often argue your points aggressively without trying to understand my position. Please be more sensitive and try not to provoke me; often our head butting can be avoided. Youre also prone to selling your ideas too hard in an effort to get your way. You end up insulting or angering people. In many cases, its me. Please do a better job accepting no for an answer. If were to build a stronger relationship, we need to work out the lingering problems. 2. Relationship with Co-workers (Positive) As you will discover in your peer reviews, people not only respect you, they like you. The comments I heard from your co-workers were downright glowing. As of this writing, I know of no one who has an issue with you. Additionally, you have developed a positive influence among your peers, your presence and comments foster teamwork; you have a natural ability to get a group to work together. Its your nature to develop strong bonds with the people you deal with, and to maintain these relationships no matter what negative influences may affect them. Also, your spirit and sense of humor make you a hit among your peers. (Negative) There are times when you take things too personally or seriously. When this happens, you have a tendency to become defensive and sometimes even aggressive. While many of these conflicts were eventually patched up, I believe they could have been avoided altogether. Consider this: Sometimes you need to let a minor conflict roll off your back and get on with it. Trust that your relationships are solid and can easily overcome minor disagreements. 3. Relationship with Those You Supervise (Supervisors and Managers Only) (Positive) All those I interviewed in preparing this review told me that they considered you one of the best managers theyve ever had. Your people find you even-tempered, sincere and interested, a motivating team leader and an honest person. Clearly, your people have enormous respect for you and I suspect many of them even see you as their mentor. They also respect the example you set with your dedication. (Negative) Because you have mishandled certain situations, you run hot and cold on select people. Further, you have not dealt with certain problems in a timely manner, and you have cost yourself a lot in the trust department. Here are a few things to consider: 1) Be careful about how much you say. Sometimes you say too much and what gets repeated is out of context and often misunderstood. 2) Be careful how chummy you get with your people, youre still their boss and must maintain a professional relationship. Youve been too accessible to some people and inaccessible to others. 4. Confrontation (Positive) When a conflict arises, you deal with it quickly, honestly and directly. What I like best about your style is that you minimize conflict rather than escalate it. When there have been disagreements, youve found a way to preserve the relationship yet get what you needed. You are patient yet firm, and work through the conflict to a positive outcome. Your ability to handle conflicts effectively is testimony to your professional maturity. You are always open to challenges to your position and questioning. Your non-defensive nature makes you approachable and easy to confront. I respect your willingness to admit when you are wrong. Although you seldom make mistakes, it takes a big person to admit when they have made a mistake. (Negative) Your non-confrontational style doesnt always serve you well, particularly when you internalize discontent and frustration. You have trouble dealing with unpleasant or controversial issues in a timely manner. Its as if you hope they will go away, which they wont. Generally, they fester and get worse. 5. Leadership Skills (Positive) People feed off your energy and enthusiasm. Your goal-oriented management style helps your department understand its priorities as well as the importance of deadlines. In addition, your steady mood and ability to handle pressure effectively make you a strong and secure leader. Your employees told me that they always feel supported, and that you care about them and the department. By treating people fairly, setting good examples (with your work ethic and by doing many things right instinctively), you have earned the respect of your staff, co-workers and me. (Negative) While you have sound vision and values, you have failed to attract a strong following. And its keeping you from being a strong leader. Because youve not devoted enough time to coaching your people and improving their performance, they dont look to you as their role model and mentor. More to the point, most people are still indifferent to you. It is paramount that you do more hands-on training and coaching to raise your leadership stature within the department. D. Communication Skills 1. Verbal Communication (Positive) Face-to-face, people get it when you talk to them. You are straightforward, never pull punches and make your points succinctly. Furthermore, you never front-load or beat around the bush. Its always interesting to listen to you articulate your position on a particular issue you deliver sound insights consistently. My only criticism is that I wish you would share your opinions more freely and frequently. (Negative) You need to work on your tendency to repeat yourself and cycle when you get defensive. When Im not buying your argument, avoid endless rehashing and move on! You can also improve persuasiveness by talking more in terms of the benefits to the organization and me, and use less I want/I need language. If nothing else, belabor your points less. You waste far too much time and breath saying the same thing over and over. 2. Written Communication (Positive) You are one of the Universitys better writers. Your memos are clear and to the point, and your reports are always informative and well written. In addition, you have a firm grasp of the English language (or if thats not true, you ask someone who does to edit your documents). Another thing I enjoy about your written communications is that it reflects your personality. Youre not afraid to inject creativity into your writing. Thanks for making your documents fun to read. (Negative) With your experience and position you should be a better writer. Unfortunately, you are a habitual first-draft Freddy with most of your written communications. Its time for you to discover what editing is all about and begin producing more highly polished documents. Frequently, I find myself pulling out my red pen and making a battlefield of edit marks on the papers you send me for review and approval. This is not a good use of my time, but it is often necessary to ensure that a clear document will be sent out and that neither I nor the University will be embarrassed! Please, develop more pride in your writing and target this as a skill in which you will make a quantum improvement. It will not only leverage many of your other key result areas, but it will also make you more powerful, persuasive and respected. 3. Listening (Positive) You are an exceptional listener. Your patient, probing and compassionate listening style score high marks with me. You have the ability to listen attentively and with a high degree of concern. Also many of your peers feel comfortable sharing insights and ideas with you. Thats a good sign of their trust and confidence in you. (Negative) You are frequently rushed and impatient when your people are trying to tell you something. Your hurry-up-and-say-youre-thing-cause-I-gotta-go approach makes people feel as though they havent been fully heard. You are also prone to giving canned, textbook responses (auto-answers) to certain questions you dont consider important. This makes people feel as though youre not taking them seriously. Section IV Employee Development-Ongoing Coaching This Section contains information, which will assist you in the ongoing coaching of your employees during their performance measurement period. A. Projects and Continuing Responsibilities 1. Stay Informed Ignorance is not bliss, so make sure youre getting the information you need to monitor projects, people, and relationships. 2. Set Higher Standards While I acknowledge that quality has already improved considerably, its time to push for an even higher level. Were after more ______ (fill in with specifics). Raise expectations up front, and dont compromise them. 3. Push for Increased Accuracy in Reports Question more raw data to create precision reporting. Never take the numbers at face value. 4. Track, Analyze and Report Your Key Numbers with Precision Wherever your department shows up on the financial statements, know the relevant numbers cold. Press for accurate and timely data, analyze it to death, and take control of the numbers once and for all. 5. Focus on More Projects that Go. Narrow your scope and zero-in on high-impact initiatives. Spend more time identifying the ones, which make the most sense to pursue. 6. Accept No Excuses When it Comes to Deadlines You know the importance of meeting deadlines, instill this consciousness in your people. Establish consequences for missing deadlines and attach incentive to meeting or beating them. 7. Find Additional Ways to Measure Everything The more things you can measure, the more we learn about our department. Put out special bulletins on qualified facts and statistics that will enlighten your peers and subordinates. 8. Salt Your Systems Develop exception reports with key indicators to act as trouble flags when youre veering off course. Youll be surprised less often. 9. Revive Dormant Initiatives Turn your attention to those projects for which, you were initially on fire and bring them to some type of positive outcome. You already have significant time and energy invested, so find a way to make them pay off. 10. Become A Change Agent Learn to adapt and roll with the punches. Break your pattern of resisting change initially, then embracing it later. 11. Take On Bold New Initiatives While youre not exactly resting on your laurels, I dont see you breaking new ground aggressively, either. Become a big-idea generator and then champion your ideas through our system. 12. Stay With Your Changes Dont assume all your smart changes and initiatives will come off without a hitch. Projects need ongoing attention to ensure their ultimate success. 13. Learn Our Department More Thoroughly Soak up University history and culture, inquire about our procedures and processes, and gain a better understanding our workflow. 14. Immerse Yourself in What Our Department Does, and Why You dont have to absorb the entire protocol in the next three months, but a steady dose will at least keep you on top of our methods, plans, and processes. A reasonable, but minimum level of annual exposure is _________________ (fill in). 15. Gain A Broader Understanding of the Department Start spending more time with _______________________and his/her team. Attend their meetings, get involved in their key issues and look for ways you can add value (e.g., ask penetrating questions, offer historical perspectives.) Dont wait for them to come to you. Since earning their respect is one of your keys to advancement, put some strategy behind this Knowledge-seeking by creating a lesson plan for yourself. Become a curious, disciplined student of this new area. 16. Get More Hands-On Ask questions; talk to vendors, customers, students, employees you supervise, and peers. View your organization from their side of the desk. Be a curious investigator, not an omniscient autocrat. B. Self-Management 1. Get Organized Please deal with your stacks and growing piles of paper. File all the clutter on your desk, create files if they dont exist and set up a better system for workflow. When your office is messy, it reflects badly on you and the department. It also sends a message to your people that organization is unimportant. Dont undermine your competent executives reputation with a disaster zone office appearance. 2. Plan Your Days Determine how youll spend each minute of your workday. By adding structure and discipline to your daily schedule, youll waste less time on non-urgent, low-priority matters. 3. Create More Focused Concentration Time Strike a better balance between face time and focus time by structuring your day more effectively. 4. Protect Your Time With your many responsibilities, you cant afford to waste a minute. Dont let meetings and phone conversations ramble. Rely on your capable and willing staff, and stop making yourself too available. Doing so will relieve much unnecessary pressure. Prioritize and learn to say no. Shut your door and hang a do not disturb sign when you need to, and dont feel guilty. 5. Speed Up Your Turnaround I challenge you to transform your response reputation from when he or she feels like it to like clockwork. If you cant return documents to people within 24 hours, at least let them know when they can expect to receive them. And, please pay closer attention to your in-basket, if you do, youll avoid a lot of problems just waiting to happen. 6. Carve Out Time to Think When youre racing from meeting to meeting and appointment to appointment, its virtually impossible to come up with original thoughts. Find a couple hours on the weekend or in the evenings to think creatively about the company. It will pay off in ways you cant imagine. 7. Be more creative Add flair and originality to everything you do. Push beyond timeworn approaches and answers. 8. Recommend More Idea Applications Whenever you come across a bright idea, consciously ask yourself, How does this relate to our circumstance? Doing so will enable you to contribute more usable ideas throughout the organization. 9. Take More Liberties Become more of a risk-taker when recommending and implementing changes. Your intuition is exceptional, so play off your hunches freely. Please make more independent decisions and changes without my prior approval. Recognize that I trust your judgment implicitly and dont need to be consulted on every change you wish to execute. 10. Execute Your Ideas/Plans Enough talk. Narrow your scope and push for major impact initiatives. Make them happen! 11. Be More Selective About What You Read Dont read reports that others can review on your behalf. But first, teach them what to look for, hold them accountable, then let go. Figure out which internal literature is critical and trust that the rest will be given proper attention by your staff. 12. Maintain Confidentiality Resist the temptation to use information for prestige and popularity. This behavior keeps you from earning the respect and trust of your peers and subordinates. Furthermore, you face the danger of not hearing about problems early. Please develop more discipline. 13. Run Tighter Meetings Always insist on advance agendas, meeting minutes, and a list of action items naming champions and deadlines. Limit meetings to one hour, which means youll have to get comfortable truncating filibuster, long digressions on irrelevant topics and discussions, which recycle the same old subjects. Seize this leadership opportunity. 14. Tone down the humor Learn to curb biting sarcasm. Sometimes it makes you look immature and foolish; and worse, you dont even realize it. Although others have mentioned this behavior as un-boss-like, its a problem for me as your boss. Im not trying to kill your spirit or personality. Instead Im holding up a mirror so you can recognize a behavior, which detracts from your leaders image. 15. Relax Give yourself a break. Remember, youre contributing at a high level consistently giving your all, and its not reasonable for us to expect much more. Quit agonizing over things you cant control, youre bound to your own tension. 16. Commit to Continuous Learning Take advantage of the training resources you have at your disposal. From new insights come new, actionable ideas. 17. Act Ethically Quit taking liberties and giving yourself permission to act selfishly. If theres one thing that will destroy your career quicker than anything else, its a continued ethical lapse. 18. Delegate with conviction Take a look at your current delegation style and commit to delegating more projects with clearer instruction and deadlines. Hold people accountable to their tasks and never tolerate reverse delegation. 19. Delegate more On all projects, consciously ask yourself, Who should really own this? Select the projects that only you should work on, assign the rest. Youre too talented not to be focused mainly on high-level problems and challenges. C. Working Relationships 1. Be More Powerful and Persuasive Stand up to me when you feel youre right and Im wrong. Youre on solid footing with me relationship wise; so dont hesitate to be opinionated and forceful. I respect you more than you may know. 2. Interact With Me More Frequently Two one-on-ones, one key result report, a few phone conversations and a half-dozen notes passed back and forth each month isnt sufficient communication. Find a way to make contact with me a couple times each day. With voice mail, screen-mail, notes, memos, phone or face-to-face contact, you have no excuse for not being in touch with me even more. 3. Carve Out More Clout Remind me of what you stand for, what youve accomplished and why I should trust you even more. Continue getting me to agree with your requests for increased spending and decision-making authority. Enlarge your power base by operating more independently (this does not necessarily mean spending frivolously). 4. Continue to Improve Your Relationships With Peers Set a goal to make even the smallest interaction you have with other people a pleasant and positive one. 5. Become More Accepting Stop taking love/hate stances with your peers. Convert your criticism into support and help them improve. 6. Become A Better People Manager Take the time to learn your employees motivations and aspirations. Enough with the empty promise, My door is always open, nobodys buying it. Spend time energizing and motivating your people to help them achieve their peak performance. 7. Trust Your Employees Ask for their input, trust it, and go with it. If your gut tells you otherwise, ask for more research. But no matter what, involve them. 8. Show More Respect For Your Staff Stop taking them for granted, show more empathy for them and take them seriously. They have dreams, goals and pride, just like you. 9. Round Out Your Staff While youve made a number of valuable hires, you still have a few gaping holes on your team. Continue to seek out the best possible candidates, get them on board and train them to put forth their best work ever. A few highly skilled and talented contributors will energize your team and strengthen your department. Youre only as good as the people who support you, so find some great ones. 10. Handle Conflict with More Finesse Give your people the opportunity to lay all their issues out on the table and hear them completely before you respond. Resist your temptation to escalate the conflict. It will help to write down your points of debate before your speak them. When possible, wait 24 hours (or even just one hour) before you respond. 11. Deal with unpleasant situations sooner Dont let problems fester! People will respect your decisions and support them even if they dont always agree. Deal with the tough issues directly and then move on. 12. Learn To Bend It upsets people when you dig in your heels behind dogma. Your terse opinions (not always rooted in fact) wont win friends or support. Remember, none of us can know it all. 13. Practice Better Diplomacy Try using a little more honey and a little less vinegar to get what you want. People may like you more, and will therefore want to cooperate. 14. Think Before You Speak and Act Enough said! 15. Master Your Departments Workflow First find out what you dont know. Then, commit to a better understanding of your entire department. By doing this, youll develop a better appreciation for what your people do all day, and what opportunities are going untapped. Plus, youll be able to tighten systems and ready the department for future growth. 16. Tap Into Your Team You have several highly competent individuals under your supervision whose talents can leverage your own. Figure out how to maximize their potential for the departments gain. Believe in their ability to assist you. And, keep them motivated with challenging, interesting projects. 17. Tune In To Your People More Every morning, greet them and acknowledge them for what they are doing to help you and our organization. Also, spend more face time with the key people who really need your attention. 18. Show Your Face More Increase your visibility with front-liners. Two recommendations: 1) Schedule a weekly, one-hour burning issues meeting with the people who report to you; and 2) Walk around your department for 15 minutes in the morning and 15 minutes in the afternoon. 19. Roll Up Your Sleeves More By getting involved with front-line issues, youll gain confidence, momentum, ideas and respect. Plus, your people will love the attention. 20. Develop Your Staff Help your people advance their careers. Ask: 1) How can my coaching make them more valuable? 2) What new skills should they be developing? 3) Who should I be grooming as my successor? 4) What specific training does my staff need to raise its proficiency? These are questions you should address and take action on. 21. Develop Your Motivational Skills Designate time each week for the sole purpose of rallying your team. Draw out the hunger in them, share your enthusiasm for whats possible and get them excited about producing undreamed-of results. Consider this a primary part of your job. 22. Listen To Your People Their collective advice will help you become far more effective, if you take it. D. Communication Skills 1. Communicate Quickly and Succinctly Think faster on your feet, get to the point and be more concise. 2. Speak Up With Your Ideas and Advice Aggressively offer suggestions to upper management. Share your opinions freely. 3. Talk Straight Dont sugarcoat or hint around at what you want, be direct when making requests. Dont make people guess about what you want. Believe it or not, they prefer it that way. 4. Write Better Focus on this skill and youll increase your all-around effectiveness. Edit until your fingers ache, and let go of your one-draft-will-do mentality. 5. Loosen Up Your Writing Style Use less business-ese and more plain talk. Write to be understood by everyone. Let your creativity show. 6. Print or Type Your handwriting is often illegible and its becoming a problem. And not just for me. Slow down, be considerate of your readers and learn to type or print. After youve finished longer-than-you-expected, handwritten notes, have them typed. 7. Become More A Teacher/Resource To The Institution You possess an enormous amount of institutional knowledge, and, by sharing it, you will increase every employees knowledge base. Write white papers, conduct workshops, observe and communicate trends, develop and convey new strategies and present more stump speeches. Always have a new issue youre ready to debate, or a new lesson youre ready to share. Constantly remind yourself that you are one of the organizations best resources. 8. Clarify Priorities and Deadlines Let people know about shifting priorities so they are never surprised and pressured to perform. 9. Keep People Updated Use voice mail, memos, screen-mail, handwritten notes and hallway meetings to communicate important information. Set time aside each week to make a list of whats news, and which forum you will use to make sure everyone gets it. 10. Keep Me Apprised Of Your Progress Too often I feel left in the dark. Provide me with more written briefings, which are a more efficient way of communicating than talking anyway, and go into more detail on what your write. It will always be difficult to get more face-to-face time with me, but Ill always read everything you put in my in-basket. 11. Become A Communication Machine As soon as you receive information, figure out who, when, where, and how to pass it on. Remember, one of your primary purposes within your department, as well as in the rest of the institution, is to keep people informed. 12. Deal From A More Fact-Based Position We have too much at stake when making decisions to rely on opinions and gut instincts. Please provide the best data available so we can make the best possible decisions. 13. Develop Your Presentation Ability Learn to inform, inspire, teach and enlighten in a group setting. You have the passion, intellect and communication skills to become really good at this. 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