Latest news with #performanceReview
Forbes
21 hours ago
- Business
- Forbes
4 Topics to Bring Up in Your Mid-Year Review
4 Things To Discuss In Your Mid-Year Review Mid-year performance review season is coming up, and yes, it can feel a little nerve-wracking. But it's also a great chance to take stock, refocus, and revitalize your goals for the rest of the year. Whether you're a manager leading the conversation or an employee prepping for your one-on-one, knowing what to focus on can help things go a lot more smoothly. Here are four key things to bring to the table in your mid-year review. A performance review is the perfect opportunity to sell yourself and talk about the successes you've had over the past six months. Your manager probably doesn't see everything you do day to day, so this is your chance to shine a light on the goals you've achieved, the projects you've completed, and the kudos you've received from clients or teammates. Come prepared with examples. Bring a quick rundown of completed goals and projects. Mention any positive feedback you've gotten from coworkers. Even a short Slack message or email saying 'great work' can go a long way. Save them or take a screenshot. These little shoutouts speak volumes. Your victories can also be linked to the overall objectives of your team or organization. Make sure people can see how your project contributed to a bigger goal, improved a critical metric, or fixed a workflow problem. It proves you're not only doing great work, but work that matters. If you've been working on a particular skill, describe the progress you've made. This is a good opportunity to reflect on your professional development and share what you've learned since your last performance evaluation. You can also talk about where you want to improve. Avoid sounding like you've already got everything figured out. Instead, show that you're aware of the areas you're still working on. This doesn't take away from your successes and shows maturity, self-awareness, and a real desire to grow. If you've struggled with a specific task or skill, share what you took away from the experience. Talk about the steps you're taking to improve. For example, maybe you had trouble managing your time under tight deadlines. You could ask for clearer expectations, try a new scheduling system, or even take a time management class. The point is, it's not a flaw—it's part of the process. Your boss may come into the meeting prepared to tell you about their plans, but they might also ask you to steer the conversation and share your priorities. That's why it's important to have a few well-defined professional objectives in mind before you go in, whether it's to lead a project, advance in your career, or become an expert in a particular field. Where do you see yourself in three, six, nine, or twelve months? Start by making some SMART goals. Then, ask your manager if those goals align with theirs. Aligning your objectives with both personal and company goals isn't just a good idea: Gartner research shows it can boost performance by up to 22%. And if you want those goals to stick, write them down and share them. A study conducted by Dr. Gail Matthews, a psychology professor, found that a whopping 76% of participants who documented their goals, made plans to achieve them, and kept a friend updated on their progress actually succeeded. After setting a general direction, it's time to get more specific. Do you want an increase? Make the request. Are you considering a new role? Say it. Just make sure you have a clear reason to support what you're asking for. Plus, now is a good time to bring up any issues you've been having with your role, such as feeling stuck, confused, or frustrated; just make sure to frame it as a suggestion for improvement rather than a complaint. Mid-year reviews are one of the best times to both give and receive feedback. In an ideal world, your manager would naturally acknowledge your efforts and achievements. But if that doesn't happen (or if you want more targeted input), it's totally okay to open up the conversation yourself. Asking for feedback not only helps you grow in your current role, but it can also strengthen your position for future opportunities. At the same time, feedback isn't a one-way street. A healthy, productive work environment depends on employees feeling empowered to share feedback with their managers, too. In fact, a study by Salesforce revealed that people are 4.6 times more likely to give their best when they know their voice matters. Before you give your manager feedback, make sure you're well-prepared. Take some time to think about your goals in providing feedback and why you feel compelled to do so. Whatever your goal—better communication, conflict resolution, or praising your manager for a job well done—be clear. You could say something like, 'I've noticed X happening on the team, and I think we could try Y to improve how we work.' Once you're clear on your message, back it up with specifics. That context helps your feedback land. For example, if you've felt a gap in communication, be ready to share moments where that led to confusion or setbacks. From there, work together to figure out how you can support each other moving forward. If the subject seems particularly delicate, time-consuming, or private, you can suggest a separate discussion. Bonus tip: Be honest without giving the impression that you're leaving; this will help avoid misunderstandings. Stay focused on your current role and what you want to accomplish, even if your long-term goals take you in a different direction. To get the most out of your mid-year review, it's important to put in the time to prepare. With the right attitude and focus, the conversation will leave you feeling better, more aligned, and ready for what's next. You've got this!
Wall Street Journal
12-06-2025
- Business
- Wall Street Journal
Why Bosses Should Give Feedback in the Morning
Leigh Thompson is the J. Jay Gerber Professor of Dispute Resolution and Organizations and a director of executive-education programs at Northwestern University's Kellogg School of Management. She is the author of several books, including 'Negotiating the Sweet Spot: The Art of Leaving Nothing on the Table.' Managers are constantly told that feedback is essential for employee development, whether it be a formal performance review or casual after-meeting conversation.
Forbes
09-06-2025
- Business
- Forbes
Why Great Leaders Embrace Hard Conversations
Giving Ongoing Feedback Direct feedback is often avoided by managers at all costs. But the great leaders know it's the foundation of trust and respect. Great managers don't avoid the hard stuff. They know that respect is built through honesty, not avoidance. When feedback is clear, timely, and presented from a place of care, it becomes a catalyst for growth-not a source of fear. Many managers, like me, have learned this lesson the hard way. Early in my career, during my performance review, my manager said, 'You're not meeting my expectations, although I'm not sure I ever told you what they were.' Stunned, I sat there thinking, 'She went to Harvard, where perhaps they taught mindreading, whereas I had attended Northeastern University where such a course was not offered. This conversation was the beginning of the end of our relationship. I immediately began searching for a new job and swore that if I were ever in a leadership position, I would communicate my expectations upfront and provide my people with continuous feedback—a promise I kept. Before entering what may be a difficult conversation, great managers pause to consider the other person's perspective. They ask questions like: They approach the conversation with clarity and compassion. I can still recall the smirky look on my manager's face, as she confessed that she wasn't sure she had ever told me about her expectations. The best managers practice difficult conversations, like the one my manager was facing, to ensure they come across as caring. They are: Rather than taking full control of the conversation, effective managers ask questions and listen deeply. By doing so, they are often able to uncover the root causes of a situation and are better able to come to a mutual agreement as to how to best move forward. They check for understanding and ask the other person to share their view. By doing so, they are able to have a two-way dialogue, rather than a one-sided conversation that likely will result in little more than both parties nodding their heads. Effective communicators understand that difficult conversations can get heated. Great managers notice when the tone of a conversation starts to boil. They're not afraid to pause or reschedule if things get too charged. They acknowledge feelings and show empathy, which helps retain trust even when the message may be tough to hear. Great leaders don't save all feedback for annual review time. They make courageous conversations a regular part of work life. This normalizes feedback and prevents surprises, making each interaction a dialogue and something not to be feared. After the conversation, great managers summarize next steps, check for understanding, and follow up to support progress. They show that feedback isn't a one-off event to be feared. It's an ongoing commitment to growth. Managers who excel at direct feedback don't lose their people—they earn their trust. They create a culture where people feel valued and safe to grow, which is why these people have no plans to go away anytime soon.
Yahoo
24-05-2025
- Business
- Yahoo
Opponents of City Manager Peter Zanoni want him fired. Here's why, and here's his response.
Some are calling for Corpus Christi City Manager Peter Zanoni to be fired and have started a petition. May 21, a group of about 20 people gathered on the steps of City Hall to air objections to Zanoni's employment. He has held the position of Corpus Christi city manager since 2019. Among those was City Councilwoman Sylvia Campos, who said his annual performance review is currently underway. She asserted that he had created a 'toxic environment' at City Hall and also hired what she described as unqualified management in some departments. 'We have to have someone that we can count on, that is going to be looking out for taxpayers and having a positive workplace environment,' Campos said. A statement emailed by city spokesperson Cassandra Hinojosa described 'transformative progress' during Zanoni's tenure, citing bolstered public safety resources, improved infrastructure and efforts to acquire additional water supply, including through desalination. 'With the support of the Mayor and City Council, alongside an exceptional leadership team and dedicated employees across 29 lines of business, our city has realized substantial improvements benefiting residents, businesses, and industry,' the email states. Both Campos and former City Council member Jim Klein accused Zanoni of being responsible for information attained by media about an employee-filed grievance related to an incident in which the councilwoman experienced a health-related event. Zanoni said the accusation that he had disseminated the information was 'completely false.' However, he added, the grievance report has been released as a public document under open records requests. Klein criticized what he described as Zanoni's 'bloated salary,' referencing the city manager's raise last year. Zanoni characterized criticism of his salary as, in part, a reflection of 'a huge misperception … that I set my own salary.' The City Council sets Zanoni's salary and, last year, voted 5-4 to increase it by 10% — based on performance and merit, council members said — bringing it to about $409,000. Klein and Campos were among those on the dissenting vote. Klein also questioned the use of certificates of obligation for projects. 'Our budget is growing by leaps and bounds — and we are doing good work, he's done some good things here — but he's also dramatically increased the number of certificates of obligation that the city is using,' Klein said. 'The COs are debt the city's incurring, but the distinction here is that the COs don't come before voters.' Utility ratepayers are required to pay back the debt accumulated, Klein said. While city staff may recommend issuing certificates of obligation, they are ultimately approved by the City Council. 'We have issued COs in a conservative way as we have the right to do so by state and federal law,' Zanoni said. 'COs have been used to fill gaps in some of our bond program budgets.' Klein contended that Zanoni has continued 'reckless pursuit of desalination, without looking at the long-term environmental consequences.' The city's email sent in response to the news conference added that 'a small group of people continues to try and undermine this progress, including attempts to disrupt the region's water security.' 'Their arguments are built around inaccurate information and a disregard for constructive conversation,' the email states. More: The Corpus Christi City Council considered new drought rules. Here's how members voted. More: Corpus Christi City Manager Peter Zanoni is 2021 Caller-Times Newsmaker of the Year More: The City Council awarded the city manager a raise. Here's why. This article originally appeared on Corpus Christi Caller Times: Some want Corpus Christi city manager fired. Here's why.
Daily Mail
19-05-2025
- Business
- Daily Mail
Jesse was running 15 minutes late to work. What his boss said next made him fear for his job
An employee has called out his toxic boss for making him fear for his job after assigning an 'unreasonable' workload with an unrealistic deadline on short notice - all because he was 15 minutes late to work. Jesse had sent a message to his team at work, letting them know he was running late due to heavy traffic on the way to the office. But moments later, his manager Terry texted him directly asking where he was. 'Jesse, you're 15 minutes late. This is the second time this week. What's your excuse now?' Terry said in his first text message at 8.15am. 'Sorry Terry, the traffic was horrendous this morning. I messaged the team group chat about being delayed,' Jesse replied. Furious, the boss responded: 'Message me for ffs. Don't message the team. I am the boss. 'This is unacceptable. You need to plan better. Being late shows a lack of planning.' Jesse then reassured Terry he won't be late again. 'I understand, Terry. It won't become a habit. I'll make sure I leave earlier from now on,' he said. Not sounding convincing, the manager replied: 'We'll see. I expect you to make up for the lost time today. And don't think this won't be noted in your performance review.' At 12.30pm, Terry messaged the employee again - this time with a major task he expected to be completed by the following morning. 'Jesse, because you were late, I'm assigning you to complete the Johnson report due tomorrow. It's a big responsibility, don't mess it up,' he warned. However, Jesse expressed concern that he wouldn't be able to finish the report in time as it's 'quite short notice.' 'That report will take several days to complete, Terry,' Jesse explained. Refusing to be lenient, Terry responded: 'If you can't handle the job, maybe you should reconsider your position here. We need people who can step up. Jesse replied: 'I'll do my best to complete the report by tomorrow.' However, the conversation quickly escalated when Terry issued a threat to Jesse. 'Don't forget that the report needs to be in my inbox by 9am sharp. And make sure it's up to our standards, or don't bother coming in,' the manager said. Jesse said he understood the deadline and would focus on the report for the the rest of his day, planning to start work early the next morning to get it done. 'Also, cancel any plans you have tonight. This comes first. Remember, your job might depend on this,' Terry continued. The employee noted that he had only been late three times in the past three months. 'Clearly three times too many,' the boss fired back. Finally, Jesse confronted his manager for his unreasonable demands. 'Terry, your comments today have been very harsh and I believe, unfair. I've documented all our conversations. This isn't just about the work anymore. Your approach is demoralising. I'm forwarding these messages to HR,' Jesse said. Terry replied: 'You think that's wise? Think about your career here, Jesse.' Jesse hit back, saying: It's important to maintain a respectful work environment. I'll take my chances.' Moments later, the employee emailed the HR team with screenshots of the conversation, with the subject line: 'Formal complaint regarding supervisor's conduct.' 'I experienced a series of interactions with my supervisor, Terry, that I believe were unprofessional and demeaning,' Jesse said in an email. 'Despite notifying my team of a delay due to heavy traffic, Terry reprimanded me excessively, assigned an unreasonable workload under very short notice, and made several comments that were not only stress-inducing but also threatening towards my position. 'This type of behaviour is not conductive to a productive or respectful workplace, and I am concerned about continuing in such an environment. 'I trust that HR will address this matter promptly and ensure a workplace where respect and professionalism prevail. Thank you for your attention to this matter.' It's unclear what happened between the employee and manager - but their email exchange was re-shared by British career expert Chris Donnelly on social media. 'One of the most unreasonable bosses I've seen in a while,' Chris said. 'If you have to say, "I am the boss", you are not a leader. The employee is being manipulate just for being late twice, which is unacceptable. 'The boss an awful character.'
