Making It Easier to Give Performance Feedback

performancereview

Why is it so hard to give feedback?

I recently spoke to an executive who asked me about an issue that's probably troubled a lot of other leaders. She asked, “Why do leaders [at my company] continue to struggle with giving candid performance feedback although they've been given supporting tools and training time and again?”

It's an important question because feedback can make a huge difference in helping your people grow, and your company thrive.

I told her that no matter how much training people receive, it all starts with how you personally view the act of giving feedback. In other words, is feedback a gift that you give to someone or something painful for the other person to endure?

Mindset About Feedback

Let’s take a closer look at your thoughts about giving feedback. Which statements sound the most like you?

1. I worry that negative feedback will hurt the other person’s feelings.

2. I know how to depersonalize feedback by putting the focus on results and impact, rather than the individual’s personality.

3. I hesitate because I don’t want negative feedback to strain my relationship with the other person.

4. I see feedback as valuable information that someone should have.

5. Giving feedback takes more energy and effort than it is worth.

6. I don’t wait for annual performance reviews. I give feedback daily or weekly.

7. I dread giving feedback because of how poorly it has been delivered to me in the past.

8. If I prepare well, I can get more comfortable in giving feedback.

Feedback Tips

If the odd-numbered statements above resonated more with you than the even-numbered ones, you may be missing some valuable opportunities to help your employees grow through candid feedback. Here are a few ideas to make it easier for you.

• Reframe feedback as key to success.

Feedback works best when you approach it with a spirit of generosity. You're not being the "bad guy" by criticizing. Instead, remember that you're giving the employee valuable information to help her be successful. Wouldn't you be grateful if someone took the time to tell you what you should know – how you get in your own way, or the impact you have on others with certain behaviors? Convey to the recipient that this conversation is about setting her up for success, and that she may not be aware that she's doing something that could limit that. Presenting feedback in this way can put both of you at more ease.

• Use this feedback formula.

1. Describe what you observed the employee doing as objectively as possible by sharing the facts without interpreting them. 2. Describe at least 2-3 consequences of what you observed to help your employee understand the impact of her actions. This makes feedback sound less nitpicky by clarifying what’s really at stake. Your goal is to help your employee see that she has choices — and that there are consequences to each of them.

• Seize the moment.

Feedback doesn't have to take a lot of time or buildup. Get in the habit of sharing what you noticed right after you observe it. Even a couple of minutes after a meeting to point out what worked well and what would have been more effective can go a long way.

• Practice.

Giving feedback can be easier if you say it out loud before your actual conversation with the recipient. Ask someone you trust to role-play with you or to at least help you think through what might trigger your employee, based on how you've described the employee's personality. Anticipating the reactions the employee might have and how you would respond to them, will give you more confidence.

Giving feedback gets easier the more you do it and the more you see how helpful it is to recipients. If you usually feel uncomfortable giving feedback, challenge yourself to reframe it as something valuable, a gift. It will help you find the language you need to convey the intent of your feedback. You'll find more ideas on giving (and receiving) feedback in my book Show Up. Step Up. Step Out. Leadership Through a New Lens. Remember that small steps to improve how you give feedback can lead to big results, for you and others.

Fantasy Football: Time-waster or Team-Builder?

How is your fantasy football team doing? If you don't play fantasy football yourself, chances are you've heard colleagues who do talking about their lineups and trades at the office. The outplacement consulting firm Challenger, Gray & Christmas estimates (with tongue somewhat in cheek) that all the fantasy football talk at work costs employers $13 billion a year in lost productivity.

Does that mean that workplaces should banish fantasy football? Let's call a timeout and talk about the issue a little more.

Team Players

Fantasy football (if managed well) can actually benefit a workplace. It brings a dose of fun and positive energy, and it strengthens relationships by helping co-workers get to know each better.

Allowing some football talk at the office also sends a message that leaders are flexible and trust employees to deliver quality results without micromanaging how and when they work.

All of that is important because it contributes to employee engagement. Deloitte Human Capital Research concluded that workplaces where employees are engaged and thriving share qualities including autonomy and a flexible, fun environment. And when your employees are engaged, your business is more successful.

By the way, what I'm saying here about fantasy football also applies to any other nonwork activity that helps your team bond, whether that's rehashing awards show fashions together or trading info on Black Friday sales.

Playing Fair

Of course, there are a few things to be mindful of if your team spends time on fantasy football or similar activities at the office. Keep an eye on whether deadlines or work quality suffer. If productivity problems do come up, look at whether they're an issue for the whole team or just certain individuals. Finally, make sure that the people who aren't part of the activity don't feel overtly excluded.

If you'd like to explore this topic more, check out my radio interviews on fantasy football at the office on KURV (McAllen, Texas) and WHBC (Canton, Ohio). And you can find more tips on strengthening your team in my new Leadership EDGE SeriesSM booklet, “Building a Stronger Team.” Sometimes the little touches, like giving employees enough flexibility to enjoy fantasy football or other fun activities at the office, can lead to big payoffs in engagement.

The Power of One Conversation

Have you ever had one of those moments when someone tells you that something you said made a real difference in his or her life? Maybe it's a conversation you don't even remember, but it helped the other person make a change or shift perspective. As busy as we all are, it's important to realize how much you can affect another person with a single conversation. Just making someone feel validated, supported or heard makes a big impact and takes only a few minutes of your time.

We all have those times when we feel stuck or frustrated and need to talk through a challenge. To be a great conversation partner when someone needs a sounding board, you don't have to have all the answers or come up with an action plan. He may be in a frustrating situation that he can't change in the short term, but even helping him shift his attitude about the situation can be extremely valuable.

The key thing is just to be fully present for the other person. Take in what she's saying, both with her words and with her tone and her body language. That kind of deep listening is a gift. Take time to reflect what you notice: "You sound very upset about this." “You sound drained.” "You just don't seem like yourself."

These three questions can be helpful to ask the other person move forward:

• How do you feel right now?

• What do you really need right now?

• What do you most want right now?

(They're also great questions to ask yourself when you're feeling frustrated or stuck.)

The first two questions can help the other person identify her emotions and think strategically. Perhaps she feels disappointed and needs to feel appreciated. Sometimes we tend to stay "in our heads" about tough work challenges, so also getting in touch with our emotions can help us find the best solutions.

The "what do you want" question helps the other person start to take action to get centered again. That could mean getting positive encouragement from someone else, taking a break, getting some sleep, going for a stress-relieving run, or spending quality time with family.

This week, notice the colleagues around you who may need you to lend an ear or share your insight, and make yourself available for conversation. This small step for you can lead to big results for someone else.

Leading Without Authority

I often hear complaints from people having trouble getting what they need from colleagues who don’t report to them. But that doesn’t have to be the case. Demonstrating leadership is possible (and important) in your job even if a word like “executive” or “officer” is not part of your job title. It takes understanding yourself and those around you.

When you aren't in a position of authority, you can't just direct people to take action. So, what strategies can you use instead? Here are three to try.

Determine how others view you

You'll be most effective in influencing others if you first examine your own reputation. What others think of you will affect how they interpret your suggestions. If, for example, you're known for always doing the right thing for the business, it may make it easier to get traction. Also consider whether any part of your reputation could stand in the way of what you're trying to accomplish. Perhaps your directness rubs some people the wrong way, so you may need to consider that as you develop the best approach.

Leverage your advocates

Get clear on who does have power and influence to help you in the current situation, and remember to consider informal and formal leaders. Based on the messages that need to be delivered, who would be most effective in conveying them? Who would have the biggest impact? Request the involvement of these individuals by explaining the bigger picture, the key business results you are trying to achieve.

Build alignment

To more effectively lead without authority, find the alignment between your goals and what's important to others. Look for the common ground you already share with the people you want to influence, and frame your suggestions in that context. Perhaps it's a commitment to innovation or customer service.

You can then work to drive alignment in other areas. People will be more receptive to what you want when you invest in taking time to understand their needs. How will what you're asking of them affect their results, their credibility and their relationships? What data and other information can you give them to show how will they benefit?

This week, think about something you're working on and one step you can take to leverage one of these strategies to make further progress. Even if you do have formal authority, this exercise can still be useful. Remember that small steps lead to big results. For more ideas on this topic, see the modules on Getting the Right Work Done and Building a Network of Advocates in the WOW! Lite Program℠

Increase Your Influence in One Conversation

We’re sharing ideas this month to help you be the kind of leader you want to be. This week, I want to tell you about a strategy that can make all the difference in managing a work relationship. I spent a large part of my career in various leadership roles at Deloitte. Every time I started a new project with a team, I would have a conversation with each person at the outset. Our discussion topics ranged from goals to strengths to communication styles.

First, we would talk about that person’s goals for the year and for her career as a whole.

• What skills and exposure do you want?

• Who do you want to work with and why?

• What are your specific goals for the current project?

• What would make you feel that the project was a great experience?

Next, I asked questions to get a handle on her strengths and preferences:

• In the context of the work we’re about to do, what should I know about what you’re really good at and any relevant past experiences? (This reveals critical information that otherwise might not surface as quickly and can be a good team exercise.)

• What is the best way to communicate with you (face-to-face or email)?

• If I need something from you quickly, what’s the best way to approach it?

As I learned more about each team member, I also shared what worked for me and my preferences as a leader.

From there, we set some agreements on working together. I let the team member know what I could offer through the current project that fit her goals. We could decide on a communication approach that worked for us both and on how we would gauge our progress along the way.

This conversation was a great way to set the stage for an open and effective working relationship. It allowed us to become more proactive about creating the right opportunities, and the team member understood that I was coming from a place of genuine interest in her goals and development.

Whether you’re working with a new team or an existing one, it’s never too late to ask some of these questions. This week, I challenge you to identify one conversation you’d like to have, or one question you would like to ask from the list above. You can find more ideas like this one in the chapter “Strategies to Create a High-Performing Team” in my book Show Up. Step Up. Step Out. Leadership Through a New Lens. Remember, small steps can lead to big results

Lead by Helping Others Grow

We're talking this month about what kind of leader you are. One of the leadership qualities that will help you succeed is the ability to develop others.  

Creating growth opportunities, though, can be easy to overlook in our rush to get things done. Take a look at the list below. Identify the strategies you already leverage well today and one or two that you would like to start doing to help others develop.

1. Ask people about their passions, interests and the type of opportunities they seek.

2. Give others opportunities to be the external face of the organization, such as with a professional association or community group.

3. Invite others to meetings that will give them exposure to senior leaders or raise their visibility.

4. Introduce people to others who can help them achieve their career goals.

5. Share a colleague’s accomplishments so that others can tap into their strengths, and to give them more visibility.

6. Give feedback in the moment on what your team members do well and suggestions about how to be even more effective.

7. Delegate work with a team member's professional development in mind.

8. Ask someone to deliver a presentation to share their knowledge and raise their profile.

9. Give an opportunity for a rotation or a special assignment (beyond a stretch project).

10. Give a team member an opportunity to provide peer mentoring.

What did you notice about how you're creating growth opportunities for others? I challenge you to put at least one of these ideas into play more powerfully this week. For more ideas on creating a high-performing team, check out my book Show Up. Step Up. Step Out. Leadership Through A New Lens.

The Power of Celebrating Successes

When was the last time you celebrated success — I mean, really celebrated? As high performers, we often go without a break from one project to the next, not pausing to look at what we learned or how far we and others have come.  

But taking time to notice and acknowledge is crucial. We're talking about lifting others up this month, and celebrating their successes is one of the key ways to do that.

The first step is getting in the practice of acknowledging your own successes and looking at what you did to make them happen. You can then expand that kind of thinking to your team. We're not talking about just taking "rah-rah" moments, but rather looking at the positive impact made by others and how they did it.

Here are five easy-to-implement strategies to get you started.

• Use regular debrief sessions. When a project or a meeting is complete, take a few minutes to talk about what went well. (Of course, you should also discuss what to do differently next time, but don't gloss over the positives in a rush to offer suggestions.)

• Ask people what they are the most proud of in how they accomplished something. You'll learn about what motivates them, which is important information to know as you work to lift others.

• Start meetings by asking people to share their successes or what's going well. This gives them permission to get excited about their victories, and it gives you more insight as a leader.

• Send handwritten notes to highlight something specific a team member did well, or make a point to give one-on-one praise outside of group debrief sessions. This reinforces what you value and want to see more of.

• Don't forget little symbolic gestures. A celebration of success doesn't have to be something formal or planned. Giving a funny memento of a project or taking the team out for an impromptu lunch or happy hour are meaningful ways to show appreciation,

Celebrating successes can help keep your team members engaged and give them insights on how they can repeat their successes. Whatever strategies you choose, take a few minutes to bring more celebration into your week. For more ideas on bringing out the best in yourself and others, check out my book Show Up. Step Up. Step Out. Leadership Through a New Lens.

The Balancing Act Between Teaching and Solving

Has this ever happened to you? One of your team members comes to you to talk about how to deal with an issue. But by the end of the conversation, you find that somehow the issue has become yours to solve. In a situation like this, you’re typically faced with balancing the need to solve the problem quickly and using it as an opportunity to build your team member’s capabilities.

When leaders feel significant time pressure or stress, they may intervene in their team’s problems more often than they should. What typically happens to you? When someone approaches you with an issue, how often do you dive right in and take action? How often do you start by asking questions to help the team member resolve the issue himself?

If your inclination is to jump into problem-solving mode, consider asking your team member the following questions first:

• “What’s most important to you about the issue?”

• “What problem are you really trying to solve?”

• “What have you tried already, and what did you learn from that?”

• “What would you like me to do in this situation?”

That last one is especially important: Get to the heart of what someone is truly asking before taking action. Does your team member just need you to listen, does she need your help brainstorming or would she like you to remove an obstacle to her progress? Don’t make assumptions.

Finally, pay attention to who owns implementation of the solution before you have finished the conversation. In some instances, you may want to take over due to the nature of the issue and sensitivity of the situation. However, challenge yourself to consider how you can help the individual be successful in resolving it himself or with the support of others.

This week, notice how you respond when your team approaches you with problems. Pay attention to your patterns and look for ways to guide your team to resolve more on their own. By keeping your priorities and your team’s development front and center, you will accomplish far more in the long run – by building a stronger team and strategically focusing your energy and effort.

Develop Your Team While Managing Your Energy

One of my clients recently struggled with a leadership dilemma: Her high performers energized her, while the team members who need more development — and thus more of her time — often left her drained. If her situation rings true for you, here are three ideas to help you guide your team’s growth while managing other priorities as well.  

Notice Your Energy On any team, some people will take more of your time and energy. How does spending time with them affect you? And how does it affect the way you engage with the rest of your team? Based on what you notice from your answers to these questions, proactively plan energizing activities or interactions right after draining situations. Remember that the quality of the activity matters more than the quantity of time you spend doing it, so it can be quick.

Express Gratitude Acknowledge and appreciate what each team member is doing right. We often take for granted that people know what’s working and focus our feedback on what should change, but your team needs to hear what they’re doing well so that they know to keep doing it. Be specific. Just saying “You’re doing a good job” doesn’t provide much useful information. And be prompt. Take a minute to pull your team member aside after a meeting or conference call to review what she did well. I also have clients who carve out a few minutes each week to send emails acknowledging good work. Quick tactics like these will give you energy while maximizing your team members’ strengths.

Cultivate the Right Mindset When working with the team members who require more of your energy, go in with a mindset of acceptance: They are who they are. What’s the best way to engage with them? And do you need to set any boundaries? Of course, you’re focused on helping the team member succeed, but also think about what you need in order to participate in a positive way. For example, I have a client who often lets feedback conversations drag on too long. And that has turned into reluctance to initiate this kind of conversation, even when it is important. By simply setting some time limits for these conversations, he changed his whole energy around these interactions.

This week, identify which of these strategies you will put into play. And remember that small steps can lead to big results.

Working with Millennials…and Everyone Else

Millennials are all around us. These young, enthusiastic Generation-Y professionals are gaining a foothold in the workplace and the world. Born in the early 1980s, these workers have been viewed across a broad spectrum from adaptable and skilled multitaskers to lazy, entitled and unmanageable job hoppers. Media outlets touting “30 under 30” and “The Young Entrepreneurs” are feeding the stereotype. A recent study by Cornerstone OnDemand focused on three generations' views of workplace technology. The State of Workplace Productivity study shared some interesting insights…as well as misconceptions about the working preferences of younger versus older workers.

The Cornerstone study revealed that millennials prefer in-person team work and are pro-gadget, but also may be hitting their tech limit. "Gen-Y workers, whom we have largely pigeonholed as having an insatiable appetite for technology, are expressing both a desire for more human, face-to-face interaction and frustration with information and technology overload," said Jason Corsello of Cornerstone OnDemand, which released its survey in November 2013.

So how do you work with – and for – them? In my book Show Up. Step Up. Step Out., one of the chapters offer four practical strategies on creating a high performing team (among a host of other strategies to boost your effectiveness). Check it out to see if these easy-to-implement tips can help you reach your goals.

Set the Tone for 2014 with the Right Conversations

As last year ended, I encouraged you to reflect on what you learned in 2013 and what you want to take forward and leave behind. To support your goals and set the tone for the new year, consider three potential conversations that could move the ball in the right direction:

Your boss Kick off the year with a clear idea about what’s expected of you and your priorities for the next twelve months. To avoid misdirected time and energy, clarify and confirm with your boss what success really looks like. If your boss can’t articulate it for you, define success as you see it and ask for feedback.

Your team Make the highest and best use of your time and talent while building stronger capability within your team. Talk to individual team members about potential projects that can help them expand their skills and/or expertise. Look for opportunities within existing projects, whether that involves delegating some of your own work or redefining project roles. It may free up some of your time, and give you capacity to focus on where you can add the most value.

Your support staff Leverage your support staff to keep you focused. Have a conversation to make sure they are clear about your highest priorities (e.g., specific projects, relationships, and results) so they can help you focus and manage your time more effectively.  Enlist your staff to protect time for what matters most, including appointments with yourself to reflect and follow up, and to ensure that you are accessible.

Whether it’s these topics or others, this week I challenge you to initiate at least one conversation to lay the groundwork for a successful 2014. And remember, small steps can lead to big results.

How Do You Influence Others?

As leaders, we depend on the ability to influence those around us to garner support, drive organizational changes, and execute on our day-to-day responsibilities. If you’ve been feeling less than influential lately, start by evaluating your approach. The Center for Creative Leadership identifies three tactics for influencing: Head, Heart and Hand.

• Head – a logical appeal focused on organization and individual benefits and typically full of data and facts

• Heart – an emotional appeal linked to something the person cares about such as individual goals and values

• Hand – a cooperative appeal that offers collaboration, consultation, and alliances

First, identify which approach typically influences you.  Then consider which one you typically rely on to influence others.  They are often one in the same. Remember that persuasive leaders can skillfully use all three methods and select the approach most effective for the audience at hand.

By consistently matching your influence style to the individual, you will see people shift from resistance or compliance to true commitment – which can generate results with less effort.

This week, strategically consider what approach will resonate with the next person you want to influence, based on what you know about him or her. This small step can affect whether or not your message is heard or any action is taken on your behalf.

Making Awkward Feedback Easier

Whether you’re a new manager or veteran executive, there’s a certain kind of employee conversation that never seems to get any easier.

I’m sure you’ve been faced with it: An employee has a behavior, habit, or mannerism that’s giving people the wrong impression of her or diminishing her effectiveness. It’s not a performance issue, but it affects how the employee is perceived. And she probably doesn’t even realize she’s engaging in it.

I’ve worked with clients who dread these conversations and put them off. They’re worried that their feedback will be misunderstood, that they might damage the relationship or create needless drama. To help them take action, I remind them that as difficult as this kind of feedback can be to deliver, they are offering it out of genuine concern for the employee and a desire to help her succeed.

Here are three simple steps that can make these conversations easier.

1. Start with your intent

Remember that you’re having this conversation because you care about the employee and want to help her remove an obstacle that’s holding her back. You can always acknowledge that this is an awkward situation for both of you, but that it’s important to talk about the behavior. If you were in her shoes, you would want to hear the feedback. Expressing compassion and your own vulnerability can create a stronger connection in the moment and may help defuse the tension.

2. Communicate the impact

Help the employee understand her behavior by identifying it, providing information on when and where you’ve noticed it occurring, and sharing its impact. For example, maybe her sour expression surfaces primarily in long meetings with a key stakeholder group. Talk about the effect, from what you see or what you’ve heard from others. “I know this isn’t what you intend, but I’ve heard others say that your facial expressions sometimes leave them with the impression that you are resistant to their ideas.”

3. Be part of the solution

Offer ideas about what she should do more or less of. Sometimes it can be very powerful to ask the employee to focus on how she wants to show up in the interaction. In other words, by helping her identify what she does want others to notice or take away from their interaction with her (e.g., openness to ideas), she may stop engaging in the other limiting behavior.

After that, it’s a matter of finding tactics that work for her. That could mean using a visual reminder like a note with the word “open” on it, so she can see it during her meeting and pay more attention to her body language. If an employee is receptive to it, offer to help her monitor the behavior. That could involve giving a cue when the employee starts to engage in the distracting behavior during a meeting or setting aside time for feedback after the meeting.

This week, consider whether there’s an awkward conversation you’ve been putting off and decide how you will approach it with the mindset of helping your employee succeed. While it may be a difficult moment for both of you in the short term, ultimately you will find that it strengthens your relationship and builds trust in the long run. Remember, small steps lead to big results.

Put Your Coaching Skills to Work

As you know, I returned from ICF Conference in London two weeks ago. Now that I have had a chance to think about the experience a bit more, I realized how much change coaching can affect. Yes, I know it sounds weird coming from an executive coach. But as I sat in a ballroom of almost 1000 coaches from 58 countries, hearing example after example of how coaches have rallied together to help local communities recover after massive natural disasters, helped companies drive unprecedented business results, and collaborated to build coaching skills; I was truly proud to be part of the profession. It inspired me to do more and think about how I can continue to work with my clients and our local ICF chapters to think even bigger. So today, I want to challenge you to think about how you will put your coaching skills to work.

When was the last time you asked someone how you could help them achieve their career goals?

Throughout the years, I have regularly asked each of my teams what they want to get out of a particular project or experience, whether it was something work-related or a volunteer opportunity. Doing this allowed me to think more strategically about their development and how I could put my network to work for them. Many of you may have conversations about career goals as part of the performance management process (goal setting, mid-year, and year end), but I encourage you to revisit them throughout the year.

How often do you delegate with development in mind?

As you gain experience, certain aspects of your job may feel routine. So you may underestimate how much you can teach others about what you do and how you do it. The next time you delegate something, do it with the other person’s development in mind. How can you stretch them? How can you leverage their strengths? Asking these questions may shift how you position the work and how you work with the person to complete it.

How much do you advise versus coach?

Although there are times when people truly need your advice (perhaps because they don’t know what they don’t know), there’s so much power in asking thought-provoking questions to generate new insight. This can change a person’s perspective and the choices they ultimately make about the path forward. So before you think about jumping straight to giving advice, stop and ask yourself whether an open-ended question could be more impactful.

So, I urge you to put your coaching skills to work this week. Identify one step you’ll take to make a difference. And remember that small steps can lead to big results.

© 2012 Neena Newberry | All rights reserved.

Looking from the Outside In

I remember the first time I worked with an executive coach when I was a Director at Deloitte. It was truly eye-opening. People who know me well know that I'm a self-help book junkie and my own worst critic. However, when you're in the thick of the day-to- day pressures and demands there are some things that you just can't "see" on your own. It usually has nothing to do with your intelligence, but has more to do with whether you can find ways to "look at the situation from the outside in." Let me give you an example of a recent client, Suzy, a leader frustrated about an employee's subpar performance. She was convinced he had potential and was trying to figure out how to help him improve. I asked Suzy to explain in detail how she was working with this particular person. As we got deeper into the conversation, she shared that she was giving him recommendations, checking in with him daily, and personally investing a lot of her time. Nonetheless, she saw no notable change in his performance.

I asked whether she thought he had the intellectual horsepower and capacity to do the job, and Suzy immediately said, "Yes." Hearing this, I realized that Suzy may have some blind spots about the situation. So, I asked her a series of questions to help her "look at the situation from the outside in." These questions might come in handy the next time you find yourself in a perplexing situation:

1. What is your underlying intent in this situation?

"I want to keep this employee in the company. His technical skills and knowledge are valuable and hard to replace, and he has potential. I want to help him in any way that I can."

2. What is at stake?

"I'm relatively new in my role. If this fails, I will be viewed as a failure. It will take forever to find a good replacement. I have to make this work."

3. What messages are you sending through your words and actions, regardless of your intent?

Words - "I am willing to invest my time to help you improve. I am concerned about your performance but think you have potential. I want to keep you in this company."

Actions - "Daily meetings with him and sometimes his team, offering numerous recommendations, dedicating hours of my time to him each week despite other priorities."

Messages Conveyed by these Actions - "I don't trust you, so I need to look over your shoulder every day. I don't think you can do the job, so I'm going to do it for you. My way is the best way, so this is how you should do it."

4. If roles were reversed, how would you feel in this situation?

"Incompetent, embarrassed, like I'm about to be fired and should be looking for another job."

By answering these questions, Suzy realized the pressure she felt and how she was sabotaging her own efforts to improve her employee's performance. So, we took her insight and came up with a different approach - one that engaged her employee in the solution without micromanaging him. I'm pleased to say that she is finally seeing that potential turn into performance.

So, keep these four questions handy and find someone to help you objectively look at your situation "from the outside in."