Happy Wednesday!

This is a weekly newsletter to help, encourage, and inspire you as you grow in

your leadership.

 In today's newsletter:

• Preparing for Your Team's Performance Reviews 📊👥
• Building a Strong Culture of Feedback 💬🌱
• Would You Rather 🤔
• Tools That Help 🛠️
• DISC Tips 🧭
• What's Ahead 🎙️ 

Preparing for Your Team's Performance Reviews

As the leaves turn and the year winds down, it’s time to turn our attention to a pivotal leadership ritual: the performance review. Often met with mixed emotions, these evaluations don't have to be a chore for you or your team. Done well, they can be a gateway to growth and motivation.

The Human Touch:

Remember, reviews are not just about numbers and targets; they're about people. Start with a personal touch. Acknowledge the individual's contributions and their unique journey this year. This isn’t just feel-good fluff; it’s about seeing and appreciating your team members as the multifaceted humans they are.

Strengths as a Spotlight:

Lead with strengths. When people know what they’re good at, they can do more of it. Use this time to help your team members shine by identifying and celebrating their strengths. This positive reinforcement not only boosts morale but also aligns talents with tasks for the coming year.

Constructive, Not Critical:

Feedback is a tool, not a weapon. Frame areas for improvement constructively. Be specific, be kind, and most importantly, be actionable. The goal is to guide, not to scold. Provide clear examples and offer support for development—this could be training, mentoring, or stretch assignments.

Dialogue, Not Monologue:

A performance review should be a conversation, not a lecture. Encourage your team members to voice their own reflections and aspirations. This two-way dialogue fosters a sense of ownership and engagement with their personal and professional growth.

Forward Focus:

While it’s important to reflect on the past year, the main focus should be on the future. Set SMART goals together—Specific, Measurable, Achievable, Relevant, Time-bound. This not only provides clarity but also a shared vision for success in the year ahead.

Consistency Counts:

Lastly, don’t let the performance review be the only time you give feedback. Consistent, informal check-ins throughout the year can make all the difference. They keep everyone aligned and can help avoid surprises when review time rolls around again.

As leaders, our role is to guide our teams to be the best they can be. Let’s use the performance review process as a powerful touchpoint for encouragement, growth, and shared success.

Building a Stong Culture of Feedback

To build a feedback-rich culture, we must first lay the groundwork of trust and openness. Here's a concise guide to embedding a healthy feedback loop within your team's DNA:

1. Normalize Feedback:

Incorporate feedback into the daily rhythm of operations. Make it as routine as the morning huddle, stripping away the formality and fear that often accompanies it.

2. Lead by Example:

Demonstrate how to give and receive feedback. When leaders are receptive to feedback, it signals its value and normalizes its presence in the workplace.

3. Be Precise:

General comments breed ambiguity. Instead, pinpoint the exact behavior and its impact on the team or project. Replace "You need to improve your communication" with "Let's work on how you can provide updates more proactively in team meetings."

4. Foster Dialogue:

Encourage a two-way exchange. Ask questions like, "What support do you need to overcome this challenge?" or "How can we turn this into an opportunity for growth?"

5. Offer Support:

Always pair feedback with an offer of assistance. Whether it's resources, mentorship, or training, make it clear that the goal is development, not criticism.

6. Acknowledge Improvement:

Recognize and celebrate progress. This reinforces the value of feedback and motivates continued growth.

By consistently applying these practices, you'll transform feedback from a dreaded encounter into a powerful catalyst for personal and organizational advancement. 

🚀 WOULD YOU RATHER 🚀

Last week's question was,

Would you rather have a "use-it or lose-it" PTO policy or be able to roll over all your unused days to the next year?

58% said you would rather have a use it or lose it plan

41% said you would rather have unused days roll over to the next year.

 Ready to cast your vote this week? 

To vote, all you need to do is click the answer you prefer, and your vote will be counted!

 Would you rather 

improve a weakness that's holding you back

or

enhance a strength to become exceptional in that area?

Tools To Help You

• Chat GPT: Get quick and specific support and translations to make sure your feedback is specific and professional. 

• 15five: Many clients of ours utilize this software that helps align HR and Managers toward serving their employees.

When giving feedback to individuals with different DISC profiles, it's important to tailor your approach to match their communication style. Here's how you might consider structuring feedback for each profile

High D: Offer direct, concise feedback that focuses on results and efficiency. High D individuals appreciate straight-to-the-point discussions about performance and actions needed to improve or maintain success.

Low D: Provide feedback that emphasizes collaboration and team dynamics. Low D individuals value a more supportive approach that recognizes their contributions to the team and offers guidance on how to enhance group outcomes.

High I: Deliver feedback in an upbeat, encouraging manner. High I personalities thrive on positive interaction and will be motivated by feedback that is framed around personal growth and future successes.

Low I: Approach feedback in a personal and sincere way. Low I individuals prefer one-on-one conversations where they can reflect on the feedback without the pressure of public scrutiny.

High S: Give feedback gently, focusing on stability and the value of their consistent performance. High S individuals appreciate knowing how their work contributes to the team's well-being and success.

Low S: Be straightforward but respectful, recognizing their readiness for change. Low S individuals are open to constructive criticism, especially when it's presented as a pathway to new opportunities and improvements.

High C: Provide detailed, objective feedback with clear examples. High C personalities respect precision and will value a structured approach to feedback that includes specific steps for improvement.

Low C: Offer feedback that is clear and focused on the big picture, avoiding overly technical details. Low C individuals prefer a more relaxed approach and will appreciate guidance that is practical and easy to implement.

By following this order and tailoring your feedback to each DISC profile, you can ensure that your team members receive the guidance they need in a manner that resonates with them.

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