August 2016
In This Issue
Performance reviews don't work.
My book is being published
Executive Presence October 2016

Performance reviews don't work
 
I have yet to meet anyone, a manager or a staff member who has really enjoyed their performance review. Most leaders find these time consuming to complete and anxiety provoking to lead. Most staff find them nerve wracking. They wait to hear the worst. Commitments to no-surprises can rarely be kept. Even if you have had a great year, being rated achieved hardly cuts the mustard. 

I  recall as a young teacher preparing reports. I had 70 to do. I wrote 12 comments and proceeding to allocate these to the students. After 20 I stopped. I thought this is an opportunity for me to communicate to each student. What do I really want to say? How might I encourage each one? What is the most relevant thing I might say that would motivate each person? I bought each student to mind and wrote late into the night. I don't know the precise result. What I do know is that many students loved my classes, and I became aware of how much I appreciated each student.  
 
The real killer with performance reviews is that they are on record. They are filed. Who can see them, and who might access them is unclear. Who these records help remains unclear to me.
 
Senior leaders often consult on the overall rating and individual staff development. Where there is trust and goodwill amongst leaders and staff, the care and interest in staff's development is thoughtful and considered.  
 
Where trust and goodwill are not present, the result is nerve-wracking for leaders and for staff. Not knowing how others really perceive you is disconcerting. Leaders discussing your capacities without you present, is unnerving.That this be done thoughtfully is essential.  
 
Nothing replaces an open, forthright, caring manager-staff relationship. Rather than performance management, conversations to develop staff do work. When you talk with staff regularly on how they are going and the results they are producing, new conversations emerge. How they are going with what they are doing? What do you see might assist them? Working in the territory of helping staff rather than monitoring performance creates vibrant relationships.
 
How would your staff know you have their best interests at heart? Do your staff know that you see their talents? Do your staff know you are interested in them doing well? How well have your communicated your appreciation? How well have you communicated clearly the capacities you want your staff to develop? What conversations might you have with your staff to let them know you care for them and their development? What conversation would you want to have with your manager on how you are going?  
 
©Diana Jones 2016 
My book "Leadership Material: how personal experience shapes executive presence" will be available next year 
 
I'm delighted to let you all know my book on Executive Presence is being published by Nicholas Brealey Business Books in the first half of next year. The book will be released in hardback in the UK/USA/Europe and soft cover in Australia and New Zealand. I'm flat out writing. The completed manuscript is due in October. I'm working with editor Alison Hankey from NB in Boston. This is a dream come true.
I've wanted to write this book for several years to let you all know what I have discovered in coaching leaders. What enables leaders to inspire others, to truly connect? What has some leaders be motivating and inspiring while others create emotional churn around them? What causes leaders to be faceless or lack gravitas and what can they do about it?

Over the next months I am releasing a series of brief videos. The first one is here, where I respond to the question
Executive Presence October 2016 is an intensive professional development programme for senior leaders with specific development goals. If you want to truly understand your impact on others and develop your capacity to influence, inspire and connect well with others, then this is the programme for you. Enrollment is by recommendation of a past participant or by contacting    
 
The final programme for this year. The group session dates are:
 
Wednesday 12 th October
Session 1: 8.30 - 12.30pm
 
Wednesday 19th October
Session 2: 8.30 - 12.30pm
 
Wednesday 26th October
Session 3: 8.30 - 2.30pm
 
"Executive Presence enabled me to be in situations differently so that I am more free and flexible." 
 
"This course far exceeded any expectations I had."

"Other development courses, including yearlong ones, have paled in comparison."