More than 70% of managers admit they have trouble giving a tough performance review to an underachieving employee, according to a survey by Sibson Consulting and WorldatWork.
Some leaders have a knack for giving the hardest news in a way that leaves employees feeling understood and good about the interaction. One way to do that is by sharing a personal experience with the same sort of developmental challenge, rather than making the employee feel they're the only person in the world with this problem.
There's the awareness of what it's like to be on the receiving end of a poorly delivered performance review. And since the toughest feedback usually touches on deeply ingrained behaviors and personality traits, there's a fear of the intimacy required when offering observations that hit so close to home.
The trick is to deliver the message fully, candidly, and in a timely way while making it palatable and readily usable by the employee; by offering support and alternative behaviors along with the feedback.
Don't wait until the last possible moment to deliver feedback; make it a regular part of your one-on-one interactions with employees rather than an obligatory exchange prior to discussing next year's compensation.
Source: BusinessWeek, September 10, 2007