Organizational Objectives

• Determining your organizational objectives
• Creating measures for organizational objectives
• Aligning your organization’s objectives to your manager’s objectives
• Requesting support from other organizations, and dealing with denied requests
• Managing requests from other organizations
• Addressing your organization’s lack of capacity

Developing Individuals

• Writing development objectives for your staff members
• Describing what a staff member needs to develop
• Explaining how development objectives relate to performance objectives
• Developing skills for which there is no training
• Establishing your role when employees own their own career
• Discussing career goals with your staff members
• Developing staff members when they have no time for development
• Developing staff when you have no time

Developing Your Organization

• Creating a development plan for your organization
• Developing staff despite having no training budget
• Developing backups for specialists
• Ensuring cross training is completed
• Developing your staff, even though you are not rewarded for it
• Understanding how coaching fits with the GROW model

Promotions

• Managing the promotion process
• Explaining to staff members the path to promotion
• Determining who gets promotions, and when
• Providing staff members experience needed for promotions
• Convincing your manager to approve a promotion
• Developing staff members despite few promotion possibilities

Managing Performance Strategically

• Creating a performance management plan for your organiztion

Addressing Performance Issues

• Managing negative feedback from others about a staff member
• Addressing problem behavior you have not witnessed
• Determining if a staff member’s behavior is a problem
• Making a course correction: a relatively minor behavior change
• Addressing a performance problem: a serious performance issue
• Addressing “wrecking ball” behavior: getting things done, but in the wrong way
• Documenting a performance issue
• Responding to negative reactions

Emphasizing Key Practices

• Ensuring key work practices and procedures are followed

Recognizing Strong Performance

• Providing positive feedback

Gathering Input

• Requesting and filtering self-assessments (template)
• Soliciting input from others about staff members’ performance
• Filtering feedback from others about staff members’ performance
• Coordinating writing with other managers

Writing the Evaluation

• Establishing an efficient writing method
• Writing or improving last year's objectives retroactively
• Writing for performance that exceeded expectations
• Writing for performance that met expectations
• Writing for performance that did not meet expectations

Addressing Other Writing Challenges

• How do I write for “matrixed” staff members that report to me, but work on projects?
• What if a project a staff member was on was canceled?
• The way a staff member got things done was a problem (wrecking ball)
• I inherited a staff member with inflated ratings
• What if staff members did not work on some objectives this year?
• Can operational work receive on an “exceeds” rating?
• My manager is forcing me to give lower ratings
• What if others are giving me negative feedback I didn’t see?
• What if the staff member addressed a performance issue?