"What's your main concern at this moment, and why?" I ask Khun Pramet.
"Well, it's the upcoming yearly performance review of my subordinates, which is linked to their bonuses. Some of them did not perform well, and I am afraid they will lose face and motivation during the appraisal", he says.
"Khun Pramet, remember the best boss you ever had. What made him or her so good to you?" I ask.
"She saw the good there was in me, and she helped me improve my competencies. She was straightforward about my weaknesses, and she challenged and supported me to improve."
"Was she the boss who gave you the biggest bonus you ever had?" I ask.
"Actually, no. It's interesting you ask, because I did not mind much."
"Why?"
"Wellâ?¦ I guess that's because she kept me excited about becoming the best I could be, and that was more important to me than money."
We pursue the conversation to apply the lessons learned from the management style of Khun Pramet's boss to the appraisal of his subordinates, and then I share the simple "sandwich-feedback" recipe.
First, you choose one achievement or strength, and one area for improvement. Then you offer the "first layer" of the sandwich: a sincere and very specific recognition of the achievement or strength. You need to substantiate it with several arguments, so that your subordinate fully appreciates the compliment, and starts to really listen to you.
That's when you serve the central layer of the sandwich â?? the meat â?? about the area for improvement. Let's say it is delivering projects on time. Launch a non-judgmental discussion about how to enhance performance in this matter:
"Khun Apinya, the second topic I want to discuss is delivering projects within deadlines. I am quite sure you can improve a lot in this area, and I would like to discuss it and find a few concrete actions you can implement to take your performance to the next level. First, please take five minutes to reflect and identify three challenges you are struggling with and three things you could do differently, to speed up your delivery."
The next layer of the sandwich comes after concrete actions have been set up for improvement. It is all about motivating your subordinate to go all the way. For example: "I trust you can do it. You are clear about the target, you have the energy, I believe you will impress me! And I am here to support you anytime."
Other basic tips include asking for a subordinate's self-appraisal first, assess only according to facts and not according to perceptions, avoid the world "but" after a compliment, balance positive recognition and requests for improvement and make a synthesis of discussions and actions decided.
For the retention of high-potential employees, it is critical to let them know that their contribution is fully appreciated, and (not 'but') management is convinced that they have yet to show their best. Therefore, they are expected to take their performance to the next level in the following 12 months.
The number one reason why people leave a job isn't about moneyâ?¦ it is because they don't feel appreciated. Therefore, performance appraisal is a make-or-break moment. To convert a threat into an opportunity to retain and strengthen people, we should make it clear that the focus is not so much about how good the subordinate is, but about how good he or she can be and wants to be. Then endorse the approach of sports coaches with athletes: measure without judgment, stretch and motivate.
Jean-Francois Cousin is an
executive coach and former managing director of a Fortune 500 company in Thailand.
