How to Have Effective Monthly Performance Meetings

Managing Performance effectively is one of the Biggest Challenges faced by most companies.

 In the SME arena, I often see HR Programs that work in large organisations replicated into smaller companies that just don’t translate in the same way.

 As I tell my clients, every decision should be Outcomes Focused.

 If a business wants to implement a HR Program I ask:

 Why?

What are you trying to achieve?

 The question is, should performance be addressed as part of an Annual Performance Appraisal or through Monthly Performance Conversations?

 As a SME, you want to be able to:

•  Communicate objectives clearly;
• Provide space for two-way feedback; and
• Have the “tough” conversation when expectations aren’t being met.

I am a huge advocate of Monthly 1:1 Performance Conversations.

 It will feel more time consuming however in the long run, it is more effective, personal and builds trust. It allows you to resolve issues as they arise and provides the opportunity to redirect employee efforts.

 Don’t wait six (6) months to give feedback or provide new goals.

So how do you implement genuine 1:1s and make it effective?

 1. Schedule the meeting

It might seem strange to have genuine and scheduled in the same concept however it is critical that you show your employee you are investing your time in meeting their needs.

 Set up a recurring monthly meeting.

 Same day. Same time. This will help both of you prepare and make the most of the time available.

 Leave the Office.

 Keep it informal and relaxed. When possible grab a coffee or go for a walk. This will help create space for more open conversation.

 1:1s are an indication that you care about your employee, respect their needs, want to support their work life development and are available to listen.

 2. Be Present

 Uninterrupted, dedicated time makes a big impression. Ensure you go to the meeting focused and committed to a constructive outcome.

 Keep off your phone.

 Don’t leave your phone visible so when you receive a call, email or text you become distracted. Ensure you don’t answer calls and remain present.

 Be on Time.

 Try to avoid scheduling back-to-back meetings so you arrive on time. Scheduling 45 minute meetings is good practice to allow a 15 minute transition.

 Don’t Cancel.

 Unless it is urgent or personally critical don’t cancel the meeting. Where you do have to cancel, always reschedule. Cancellations, lateness or broken promises can send the message that the meeting or the employee are not important or a priority.

 When you truly invest time in your employee, team or co-workers, you’re showing respect and building trust, cultivating an environment for innovation and growth.

 3. Have a general structure

 All meetings will be different depending on what is happening at the time. You will find that a general structure will help you achieve more with the time allocated though and makes the discussion two-way.

 It is also a great opportunity to provide constructive feedback and manage performance expectations. It provides a means of addressing minor issues before they become big problems.

 Create a guide for yourself to create space for different topics.

 As the Leader, it is your accountability to facilitate the conversation and leave the employee feeling like the conversation was constructive and worthwhile.

 My Recommended Structure is:

 Check-In

[05 mins] Start with a Check-In. Ask how the employee is feeling in general.

 Employee Space

[15 mins] Provide space for your employee to raise questions, get approvals or bring up concerns.

 Leader Space

[15 mins] Review objectives, provide constructive feedback, recognise good work.

 Open Space

[10 mins] This is the time to update on long-term concerns, review employee development goals or explore new ideas.

 Actions

[10 mins] Review and agree actions and make a plan for follow up.

 4. What Topics can you cover in the Leader Space?

 To avoid hearing crickets in earlier meetings, here are some open questions you can use to encourage conversation.

 Performance: How are you progressing against your [project or objective]?

 Performance: Do you have any roadblocks stopping you from progressing your [project or objective]? How could we remove these?

 Team: How do you feel the team is operating right now? Are there any recommended improvements I could assist with?

 Development: Are you happy with how you are progressing?

 Development: Have you thought about your longer term goals? Is there anything I can do to support you with these?

 Management: Is there anything I can do to better support you in your role?

 Remember:

•  Make your employee the focus of the conversation.
• Support your employee on their personal and professional journey. Coaching let’s people know you care and creates a strong sense of belonging.
• If you commit to an action, either investigate the possibilities, complete the task or provide feedback on why you didn’t deliver.
• Set an example and hold yourself to account.