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Casual Articles - Write Your Own Performance Review
Are you an entrepreneur but don't like selling alone? A consortium is a combination of different industry-types of entrepreneurs working together to attract business as a group. Even though each member maintains their individuality and operates as the same as self-employed. They band to create a more valuable package to fulfill bigger needs for clients and for increased visibility and credibility. The positive side to being part of a consortium is that you can work on larger projects. Larger than any single entrepreneur can accomplish alone. Together they can enter into contracts that require multiple skills and still maintain the freedom of their entrepreneur-hood they so desire. They gain being part of a team and organization
In the best possible world, performance reviews provide you an opportunity to review your contributions, calibrate your understanding of expectations, receive affirmation of your strengths, and learn about how to contribute even more in the next year. More likely, you need to be doing your best to influence opinion throughout the year. Remember that the more you can see the world through the eyes of your boss, the more likely you are to be able to meet her expectations.
References and Additional Resources:
Heskett, Jim, What’s to be Done About Performance Reviews – HBS Working Knowledge , November 27, 2006
Murray, Joanne, Service Management
Whatever business organization is ventured into, the capital gain is what gets the most attention. Business procedures naturally generate a handsome amount of lucrative revenues. Service management is the term used to refer to the administering of serving producing companies. This is largely in contrast with that of the agricultural and manufacturing companies, because the term service management mostly applies to information and technology sectors and at times to auto repair and housekeeping industries.These days procedures have become automated. Meaning, an IT technological breakthrough has paved way for the effective materialization of the business process. Among the particular advantages surfacing are commerce methodologies such as the I
Can you make this a better experience for yourself and your manager? Can you prepare? Yes to the latter, you can certainly prepare, and even better develop your review throughout the year. The answer to the first is that it cannot hurt to try, even if you have the most difficult manager imaginable.
Learn everything you can about the review process. What is the corporate policy on reviews? Does your division or organization implement the policy in a specific way? How do the reviews influence the individual’s compensation? Is there an overall summary, for example, a letter or ranking? If there is a summary, is it completely at the discretion of the manager, done by a management team, or based on some form of forced ranking? How are the rankings linked to overall corporate, division or group performance?
Understand your boss’s objectives and beliefs. Is he doing this to check off a box? Does she want to present her employees in the best possible light to others? Is he truly interested in your development? Does she have a hidden agenda? Does he believe that performance reviews are primarily for the benefit of the organization or for your development? Is there any political benefit to your manager for investing her time in this process? What is the political payoff to your manager for over-evaluating or under-evaluating his team?
Gather the relevant information. Throughout the year, keep files of accomplishments ranging from completed project plans, letters of acknowledgment, notes from phone calls. Gather your position description, the goal/objective document for the current year, last year’s performance review, mid-year reviews, and desired competencies for your job (or the one you aspire to).
Put yourself in the shoes of management. What results and contribution was management looking for from you this year? What did you do that contributed to your boss’s reputation? What behavior was your boss looking for from you (e.g., cooperation, team leadership, delivery of results, innovation, compliance)? Did you solve or cause any political problems in the organization?
Write it up. Write it up, that is, from the perspective of the boss – what did you do for him and his organization this year? For format, think about how your boss likes to receive information – does she want all of the gory details? Is he swayed by evidence? Does she want just the facts? Is he interested in shared credit? Put aside your natural style, and provide a review for your boss based on her style. Focus attention on your contributions, your strengths, and how they aligned with the organization’s and your boss’s objectives.
Meet with your manager. Ideally, your manager will use your performance review to acknowledge your contributions and strengths. She will give you a few helpful suggestions for the next year, and then move onto how to build success. Unfortunately, performance reviews are rarely ideal. If you have done your homework, you should be able to anticipate the mood of the meeting. Check your emotions at the door and listen carefully. Listen for the acknowledgments of contributions and strengths. Listen for the suggestions and criticisms – don’t argue – take these away and try to learn what the message is. Listen for the underlying beliefs and needs of your boss. What behaviors and contributions is he looking for from you?
Debrief. Review the meeting as objectively as possible. Quiet your internal voice that agrees or disagrees with comments made and try to note the words and tone used. Once again, look at the world through your boss’s eyes and needs – what did he get from you and what does he need from you? What pressures is she under that led her to these conclusions? What beliefs, values and motivations drive him that you might or might not hold?
Some systems allow, or even encourage responding to written performance reviews. If you believe your performance review is unfair, carefully evaluate whether the issue is a matter of degree, whether there is some basis for the comment, whether there are any political motivations, and whether you have clear evidence supporting your position. If you believe after careful consideration that you have a case, meet with your reviewer and present any counter-evidence you have not previously provided. If the review stands (remembering that the boss usually wins), consider whether it is you are in the right job.
In the best possible world, performance reviews provide you an opportunity to review your contributions, calibrate your understanding of expectations, receive affirmation of your strengths, and learn about how to contribute even more in the next year. More likely, you need to be doing your best to influence opinion throughout the year. Remember that the more you can see the world through the eyes of your boss, the more likely you are to be able to meet her expectations.
References and Additional Resources:
Heskett, Jim, What’s to be Done About Performance Reviews – HBS Working Knowledge , November 27, 2006
Murray, Joanne, Your Boss…Your Buddy…Where to Mark the Boundary?
We all know that these days one need very good “networking” to get a good break…or jump in their career. As they say, “what you know is not important but whom you know is very important”. At times it so happens that the person you knows…in the industry turns become your boss in any of the future assignment.Now, the question here is…1. How close you should go…to your boss or in contrary, how close should you, as a boss…goes to your subordinate?2. What are the intentions of that person to hire you as his sub-ordinate?3. What goes into your mind, when you accept the offer…from an organization where your friend is your boss?4. What you should share and what you should not?These and many more are the questions…tr group performance?
Understand your boss’s objectives and beliefs. Is he doing this to check off a box? Does she want to present her employees in the best possible light to others? Is he truly interested in your development? Does she have a hidden agenda? Does he believe that performance reviews are primarily for the benefit of the organization or for your development? Is there any political benefit to your manager for investing her time in this process? What is the political payoff to your manager for over-evaluating or under-evaluating his team?
Gather the relevant information. Throughout the year, keep files of accomplishments ranging from completed project plans, letters of acknowledgment, notes from phone calls. Gather your position description, the goal/objective document for the current year, last year’s performance review, mid-year reviews, and desired competencies for your job (or the one you aspire to).
Put yourself in the shoes of management. What results and contribution was management looking for from you this year? What did you do that contributed to your boss’s reputation? What behavior was your boss looking for from you (e.g., cooperation, team leadership, delivery of results, innovation, compliance)? Did you solve or cause any political problems in the organization?
Write it up. Write it up, that is, from the perspective of the boss – what did you do for him and his organization this year? For format, think about how your boss likes to receive information – does she want all of the gory details? Is he swayed by evidence? Does she want just the facts? Is he interested in shared credit? Put aside your natural style, and provide a review for your boss based on her style. Focus attention on your contributions, your strengths, and how they aligned with the organization’s and your boss’s objectives.
Meet with your manager. Ideally, your manager will use your performance review to acknowledge your contributions and strengths. She will give you a few helpful suggestions for the next year, and then move onto how to build success. Unfortunately, performance reviews are rarely ideal. If you have done your homework, you should be able to anticipate the mood of the meeting. Check your emotions at the door and listen carefully. Listen for the acknowledgments of contributions and strengths. Listen for the suggestions and criticisms – don’t argue – take these away and try to learn what the message is. Listen for the underlying beliefs and needs of your boss. What behaviors and contributions is he looking for from you?
Debrief. Review the meeting as objectively as possible. Quiet your internal voice that agrees or disagrees with comments made and try to note the words and tone used. Once again, look at the world through your boss’s eyes and needs – what did he get from you and what does he need from you? What pressures is she under that led her to these conclusions? What beliefs, values and motivations drive him that you might or might not hold?
Some systems allow, or even encourage responding to written performance reviews. If you believe your performance review is unfair, carefully evaluate whether the issue is a matter of degree, whether there is some basis for the comment, whether there are any political motivations, and whether you have clear evidence supporting your position. If you believe after careful consideration that you have a case, meet with your reviewer and present any counter-evidence you have not previously provided. If the review stands (remembering that the boss usually wins), consider whether it is you are in the right job.
In the best possible world, performance reviews provide you an opportunity to review your contributions, calibrate your understanding of expectations, receive affirmation of your strengths, and learn about how to contribute even more in the next year. More likely, you need to be doing your best to influence opinion throughout the year. Remember that the more you can see the world through the eyes of your boss, the more likely you are to be able to meet her expectations.
References and Additional Resources:
Heskett, Jim, What’s to be Done About Performance Reviews – HBS Working Knowledge , November 27, 2006
Murray, Joanne, Fallout from the Tobacco War
Introduction: Though written several years ago, this article is still highly relevant, as the 2006 elections demonstrated.Very little is being said in the press about the information health and consumer groups are posting on the Internet about the tobacco issue. This is unfortunate, because the tobacco war currently happening on the Internet will have profound long term effects on marketing, advertising, and media, not to mention politics.The tobacco war is the first major demonstration of just how much the Internet is changing the basic balance of power between business, consumers, and government. As the first post-Internet consumer/business confrontation, this is uncharted territory; the public has never had this much informaed to your boss’s reputation? What behavior was your boss looking for from you (e.g., cooperation, team leadership, delivery of results, innovation, compliance)? Did you solve or cause any political problems in the organization?
Write it up. Write it up, that is, from the perspective of the boss – what did you do for him and his organization this year? For format, think about how your boss likes to receive information – does she want all of the gory details? Is he swayed by evidence? Does she want just the facts? Is he interested in shared credit? Put aside your natural style, and provide a review for your boss based on her style. Focus attention on your contributions, your strengths, and how they aligned with the organization’s and your boss’s objectives.
Meet with your manager. Ideally, your manager will use your performance review to acknowledge your contributions and strengths. She will give you a few helpful suggestions for the next year, and then move onto how to build success. Unfortunately, performance reviews are rarely ideal. If you have done your homework, you should be able to anticipate the mood of the meeting. Check your emotions at the door and listen carefully. Listen for the acknowledgments of contributions and strengths. Listen for the suggestions and criticisms – don’t argue – take these away and try to learn what the message is. Listen for the underlying beliefs and needs of your boss. What behaviors and contributions is he looking for from you?
Debrief. Review the meeting as objectively as possible. Quiet your internal voice that agrees or disagrees with comments made and try to note the words and tone used. Once again, look at the world through your boss’s eyes and needs – what did he get from you and what does he need from you? What pressures is she under that led her to these conclusions? What beliefs, values and motivations drive him that you might or might not hold?
Some systems allow, or even encourage responding to written performance reviews. If you believe your performance review is unfair, carefully evaluate whether the issue is a matter of degree, whether there is some basis for the comment, whether there are any political motivations, and whether you have clear evidence supporting your position. If you believe after careful consideration that you have a case, meet with your reviewer and present any counter-evidence you have not previously provided. If the review stands (remembering that the boss usually wins), consider whether it is you are in the right job.
In the best possible world, performance reviews provide you an opportunity to review your contributions, calibrate your understanding of expectations, receive affirmation of your strengths, and learn about how to contribute even more in the next year. More likely, you need to be doing your best to influence opinion throughout the year. Remember that the more you can see the world through the eyes of your boss, the more likely you are to be able to meet her expectations.
References and Additional Resources:
Heskett, Jim, What’s to be Done About Performance Reviews – HBS Working Knowledge , November 27, 2006
Murray, Joanne, Creative Business Cards Design Tip
Everything that we do has a purpose. We do things to please people, to make them recognize us and keep a good bonding relationship among them. Just like advertising materials they are purposively used in order to make a certain business recognizable in the market and meet a certain goal which is to earn more sales and profits.Among the materials that we often meet or come across with are the business cards. We exchange cards if we are interested of what they are offering or for the sake of keeping in touch. The business cards that we distribute primarily have a purpose which is to make a good communication among the people we meet and mingle.Since we are using business cards with a purpose why can’t we make them something unique and cld be able to anticipate the mood of the meeting. Check your emotions at the door and listen carefully. Listen for the acknowledgments of contributions and strengths. Listen for the suggestions and criticisms – don’t argue – take these away and try to learn what the message is. Listen for the underlying beliefs and needs of your boss. What behaviors and contributions is he looking for from you?
Debrief. Review the meeting as objectively as possible. Quiet your internal voice that agrees or disagrees with comments made and try to note the words and tone used. Once again, look at the world through your boss’s eyes and needs – what did he get from you and what does he need from you? What pressures is she under that led her to these conclusions? What beliefs, values and motivations drive him that you might or might not hold?
Some systems allow, or even encourage responding to written performance reviews. If you believe your performance review is unfair, carefully evaluate whether the issue is a matter of degree, whether there is some basis for the comment, whether there are any political motivations, and whether you have clear evidence supporting your position. If you believe after careful consideration that you have a case, meet with your reviewer and present any counter-evidence you have not previously provided. If the review stands (remembering that the boss usually wins), consider whether it is you are in the right job.
In the best possible world, performance reviews provide you an opportunity to review your contributions, calibrate your understanding of expectations, receive affirmation of your strengths, and learn about how to contribute even more in the next year. More likely, you need to be doing your best to influence opinion throughout the year. Remember that the more you can see the world through the eyes of your boss, the more likely you are to be able to meet her expectations.
References and Additional Resources:
Heskett, Jim, What’s to be Done About Performance Reviews – HBS Working Knowledge , November 27, 2006
Murray, Joanne, Truth In Advertising
The story I am about to tell you is thought to be apocryphal, which is why I shall refrain from naming names. Nonetheless, it is a classic example of what advertising is - or, rather, should be - all about. It demonstrates that good promotional concepts, the ideas that sell product, are based wholly and solely upon (a) the product story, (b) the benefits of owning said product and (c) the image of the product in the eyes of its potential customers.Step back with me, then, about 40 years, when advertising agencies were less dependent than they are now upon market research, consumer panels, think tanks, marketing strategies, consumer profiles, computer-based market analyses and all the pseudo-scientific claptrap with which agencies are these dal motivations, and whether you have clear evidence supporting your position. If you believe after careful consideration that you have a case, meet with your reviewer and present any counter-evidence you have not previously provided. If the review stands (remembering that the boss usually wins), consider whether it is you are in the right job.
In the best possible world, performance reviews provide you an opportunity to review your contributions, calibrate your understanding of expectations, receive affirmation of your strengths, and learn about how to contribute even more in the next year. More likely, you need to be doing your best to influence opinion throughout the year. Remember that the more you can see the world through the eyes of your boss, the more likely you are to be able to meet her expectations.
References and Additional Resources:
Heskett, Jim, What’s to be Done About Performance Reviews – HBS Working Knowledge , November 27, 2006
Murray, Joanne, Effective Performance Reviews – Management Career Advice from Monster.com
McKay, Diane Rosenberg, Performance Reviews – How to Prepare for a Performance Review and What to Do if You Get a Bad One
Read, Sherry L. Top 10 Tips for a Successful Job Change
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