The_Essential_Manager_s_Handbook

120 / TAKING UP YOUR LEADERSHIP ROLE

MEASURABLE

In terms of quantity,

percentage, turnover,

or some agreed

qualitative measure.

SMA

SPECIFIC

Clearly expressed and

within the control of

the appraisee.

AGREED

Between the two of you,

rather than imposed.

The best

questions often

start with

“What...?”

because they

make the fewest

assumptions about

the response

Getting SMART—setting realistic objectives

Giving formal appraisals

When giving a formal appraisal, never

show boredom or interrupt. If you find

that you are talking more than the

person being appraised, rethink your

tactics. Use open questions—ones that

demand more than a “Yes” or “No”

answer—to find out what someone is

thinking or feeling. The best questions

often start with “What...?” because they

make the fewest assumptions about

the response, so try:

-^ What went well?
-^ What have we learned?
Identify activities and training that will
develop the individual in their current
role and prepare them for the future.
Make clear the business case for
any investment in development and
training—does it help meet business,
team, and individual objectives?

US_120-121_Providing_feedback.indd 120 31/05/16 5:28 pm