I saw this article Op-Ed piece in the New York Times about employment reviews and I thought that I would share my reactions as they were quite strong. The author contends that employment reviews are ineffective because they are primarily subjective, do not measure effectiveness, but instead measure whether or not a manager is comfortable with their employee.
My initial reaction was: If it is the opinion or perception of the manager that is important does the subjectivity of that review make a difference? In the consulting world managing the perception of your project manager is a critical component to success. Knowing how to quickly assess a manager’s viewpoint and manage perception is a skill that good consultants must have. Even if you are “right”, if your boss (or your client in the case of a consulting engagement) doesn’t see it that way, then your well-reasoned point of view is meaningless. While this might be unfortunate, it is the reality – it would be shortsighted to complain or get upset about the reality of the situation. This is also why a good background does not necessarily mean someone will be successful in a consulting role – the expectations are just different.
The author goes on to explain a different way of dealing with management and top down subjective performance reviews which I found appealing. He suggested that managers work with employees to set and meet goals. After goals are set the manager works to support the employee in achieving that goal and the employee is reviewed on his or her ability to meet the objectives.
This method of management and goal setting has a few clear advantages. First, the employees have a say in what is expected of them, as as such may feel more empowered to achieve their goals. Managers also have a real opportunity to make a difference in their team’s productivity and are also made more accountable for the team’s success. Overall it makes for a pleasant work environment.
But how do you pull this off as a consultant?
Generally speaking when you are working as a consultant you are there to do a specific job on a specific time table – there is not a lot of room for negotiation. So what to do? First of all – begin each consulting assignment with a conversation about what your direct report expects of you. Be comprehensive in your questioning by going beyond what is the desired result and find out how your direct report wants feedback and updates. Be sure to schedule a meeting shortly after your assignment starts so you can review the feasibility of the expectations and make recommendations to improve the process. This will go a long way in ensuring that you are creating a collaborative work environment.
If you do not think the expectations set out for you are reasonable, it is absolutely critical that you disagree with your boss in the “right way.” If you think the expectation is too high don’t open with a statement like “it can’t be done” and look to open up dialogue by pointing to your concerns and asking for help in removing some of the road blocks you see. Stay positive and don’t duck responsibility. Try to keep your dialogue collaborative and focusing on a solution in which the desired result can be accomplished.
Until next time, happy consulting.
Peter Laughter
CEO
Wall Street Services
