required for high performance, regardless of whether you use the form of documenta-
tion outlined here.
✔ Be specific when completing this form. When possible, use numbers, measures, obser-
vations, exact words and phrases, and so on. Feedback is much better received when it
is based on factual data.
✔ Aim for more positives than negatives. For a normal workgroup, a ratio of at least seven
positives per negative is recommended. High performance results from building on
strengths. Negative feedback is better received from a leader who also gives deserved
positive feedback.
✔ Keep this form in a secure location (e.g., locked file cabinet or password-protected com-
puter file). It is your private property.
✔ Although these forms are really notes to yourself, write clearly and objectively. This will
aid your ability to recall the particulars of each notation. In addition, in the rare and
unusual event that these notes are discovered and subpoenaed by a court of law (e.g.,
in a suit for unlawful dismissal), you will most likely find that this clarity works to your
considerable advantage.
✔ It is not necessary to inform employees that you are using this form; but if you are
asked, we recommend being honest about the form’s existence and its purpose. An
appropriate response would be something like: “I keep these notes only so that I’m bet-
ter able to provide specific information on annual performance reviews. In addition,
nothing here would surprise an employee, as I make these notes only after I have first
discussed a matter with the employee in question.”
✔ Not every positive or negative behavior should be documented using this form.
Documenting everything would be far too time-consuming. The purpose is to have
data for individual performance improvement and team results, not to amass a quan-
tity of words.HOW TO USE THIS LEADERSHIP TOOL
“Feedback is the breakfast of champions.”
—Ken Blanchard, THE ONE-MINUTE MANAGERPrepare a form like the one shown here and maintain performance and on-the-job behavior
documentation for every person in the organization who reports directly to you. Set a goal to
provide regular feedback to people, and provide a suitable ratio of positive to negative (i.e.,
constructive) feedback. Discipline yourself to keep these forms current. Over a few months,
this will become a positive work habit, reinforced by the benefits of improved communication
with employees and by a new sense of comfort in preparing and reviewing performance
reviews with staff.
Take a few minutes every couple of months to review the information you have noted for
each employee. Have you provided balanced feedback? Are your comments objective and spe-
cific? Taken as a whole, what does this information say about each employee? About the group
as a whole? About your leadership? Struggling with questions such as these and staying open
to feedback from others will help you remain conscious of your leadership strengths and devel-
opment needs, promoting not only group performance, but continuous improvement for you
as a leader. Use only direct observations of behavior by you; don’t use others’ observations
SECTION 13 TOOLS FORLEADINGPERFORMANCE 413