What is more frightening than Halloween? Annual performance reviews, of course!

I didn’t completely understand why I dreaded being on the receiving end of reviews until I became a supervisor and started giving them. As “the boss,” I am expected to rate employee performance and identify development goals for the next year. I am both a judge of work and development coach.

Imbedded in my responsibilities is an assumption that I am superior–smarter, more experienced, more knowledgeable and wiser than my, so-called, “subordinates.”  Then it hit me, I dread reviews because they are inherently patronizing to the reviewees. The truth is, I am not smarter or wiser than the people who report to me. I merely have more responsibility, authority and accountability. We have different, but equally important, roles.

Several years ago, I decided to abandon my roles as judge and developer of other people. Instead, I expect people to develop themselves and own their careers. I have replaced judgment with questions:

1. What have been your accomplishments and challenges?
2. What are your career goals?
3. What experiences and training do you need to get there?
4. What energizes you at work? How can we get more of that into your job?
5. What do you find most frustrating? What can I/we do to lessen it?
6. Are you getting what you need from me?

Of course, I am still willing to provide feedback, and I expect the same in return. I am willing to share what I have learned over the years, in exchange for listening to the wisdom of my colleagues. Stepping out of the role of judge and developer of employees, I find my dread for giving, and getting, reviews is greatly diminished, and our conversations are more real, more productive and more meaningful.

For more radical ideas on how to create partnerships at work, see my book, Management Culture at mgmtculture.com or at Amazon.