Teams today are running at a million miles an hour just to keep the train on the tracks. So as we approach year-end, let’s talk about why – and how – to run a team performance review. To determine what to continue in the new year and how we might amplify engagement and performance.
Teams today are running at a million miles an hour just to keep the train on the tracks. So as we approach year-end, let’s talk about why – and how – to run a team performance review. To determine what to continue in the new year and how we might amplify engagement and performance.
Modern Mentor is hosted by Rachel Cooke. A transcript is available at Simplecast.
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Hey, it’s Rachel Cooke, your Modern Mentor. I’m the founder of Lead Above Noise—a firm specializing in helping leaders and organizations fully activate their teams – driving the employee experience and business results.
So, here in the U.S. we’re rolling into that season of ghosts and goblins, and pumpkins and turkeys…and the thing so many of us love to hate – the performance review.
In an ideal world, the performance review would be a gift. It would offer insight into what we did well and intelligence on what we might change or expand in the coming year. And it wouldn’t carry all this baggage around ratings, and distribution curves, and compensation.
Alas, it’s complicated. At least at the individual level.
But. Can we talk about the team performance review? Not nearly as popular – but in my experience, it’s an incredibly valuable tool in reviewing the year coming to a close, and getting super clear about changes to make in the coming year that will deliver big success.
Today, let’s talk about how (and why) you can run a team performance review.
First, the why.
So…the world of work has gotten a little complicated. So many teams today are operating across countries and time zones; working asynchronously, maybe or maybe not ever meeting in person. The world is moving at a million miles per minute, and we’re all doing our best to keep up.
And while the team may not be dropping balls – is it collectively living its best, most successful life? Are all members of the team truly engaged? And is the team delivering the best possible results?
Usually these days, the answer is no. Simply because we don’t have the time and space to step back, reflect, determine what’s working well and what we need to optimize.
This is what the team performance review is designed to do; to fully activate your team, maximizing their engagement and performance. So, even as great as you are, you can amplify in the new year whatever’s been going well, and you can tweak or correct anything that’s fallen a little short of amazing.
Now, how do we do it?
1. Define the ideal state
To determine how we’re doing, we need to know what we’re assessing against.
So, when I run a team performance review for a client, I use my Activation Framework as our North Star. Because a team that is fully activated is both deeply engaged and high performing.
The framework you’ve likely heard me mention before depicts the 4 Pillars of Activation: Deliver, Develop, Connect, and Thrive.
Is your team collectively able to deliver its best work? This relies on things like: clear priorities, access to key tools and resources, effective and efficient meetings, streamlined processes and decision-making.
Is your team collectively able to develop? Can people learn skills and capabilities? Are they being coached, getting feedback? Do people have mentors and sponsors? Is there actual time for learning and development?
Is your team able to connect? Do they feel a shared sense of purpose? Do people feel part of a community? Can they speak up? Ask “dumb” questions? Can they collaborate meaningfully?
And finally is your team thriving? Are people able to set and hold boundaries? Manage their energy? Do they feel recognized, not just for outcomes, but for effort and input?
When teams can do these 4 things well, engagement and results are the natural outcomes. So start by getting your whole team on the same page around what “good” looks like.
2. Invite individual reflection
So we set the stage by asking, how well are we delivering, developing, connecting and thriving?
From here, we invite everyone to do a bit of individual reflecting.
What’s currently in place that’s enabling us in these 4 categories, and where are we experiencing obstacles or opportunities?
Invite each team member to consider and capture their own ideas. No idea is too small. Because often, it’s the tiniest suggestions that move us furthest, fastest.
3. Have a safe, open dialog
Now it’s time to bring the team together and hash it all out.
Someone needs to facilitate. Ideally a third party, but equally it can be the leader or a designated team member.
Key here is to create a safe space. All comments and ideas must be welcome. And the listening happens with curiosity – not defense.
The goal is to generate answers to questions like:
· What are the things that are most notably activating us today? (These are the things we make sure to amplify in the coming year).
· What are the spots where we get stuck, slowed, or frustrated? (These are the things we seek to change.)
And we want to focus on actions.
So your team might come up with things like:
· The weekly cross-team meeting between product and sales has been a huge enabler, keeping us aligned on priorities. Let’s definitely keep this up in the new year.
· “Mandatory fun” ice cream socials as a way to force us into the office hasn’t been driving connection. It’s just making people grumpy. So, in the new year, let’s experiment with some new ways to drive connection. Maybe opt-in book clubs or speed networking with colleagues.
Keep this list growing. Put all the ideas out there.
4. Choose a handful of actions
And finally, prioritize. The performance review is only as valuable as the changes it enables you to make, thoughtfully.
So, while the team may generate 25 potential actions, ask everyone to vote. What would they start with? What’s most likely to be a quick win? To make one thing more efficient, more fun, more engaging?
Choose just 2 – 3, and let those ideas fuel your plan for the new year.
Running these sessions, delivering insights and value to teams who are sure to have a better experience in the new year, is one of the greatest joys of my job.
If I can help, don’t be shy. Reach on out. And if you’ve got this – then happy performance reviewing!