Having Good Conversations 

Getting to Know Each Other – Probationary Period or Annual Review?

Many leaders don’t realize that they can only achieve their goals by working together with their team. That’s why it’s worth getting to know your employees better. And the best way to do that is through one-on-one conversations, which lay the foundation for a trusting, constructive collaboration and help you get off to a good start in your new role.

Annual reviews are also valuable because, on the one hand, they show appreciation for your team member’s performance; at the same time, they serve as an evaluation for continuous improvement and growth; and finally, they help plan your future collaboration.

Mistakes in Performance Reviews

Discussions with employees are pointless if:

• it is nothing more than a glorification of the executive and the company
• it's a list of what went well and what didn't
• there was no preparation on either side
• the manager views the conversation as a tedious task required by their role and has not given any thought to the mutual benefits

Sign up here and get the roadmap for your conversation with employees as a PDF

In the following section, I’ve put together a list of questions that you can use during your interviews. You’ll also find an e-book in the green box—specifically designed for your first interview with a new employee—available for download.

Ideas to get your conversation going:

As a general rule for effective conversations and meetings: 30% preparation, 50% execution, and 20% follow-up.

Include the following in your preparation:

• Your thoughts on what you hope to achieve with this conversation
• Your list of questions
• Your Mindset Going Into the Meeting. A performance review is focused on the employee, not the manager. Make sure you speak no more than 30% of the time.
• Choosing the location and setting: The more personal the conversation, the more personal the setting should be. One-on-one conversations are most effective when the atmosphere is right. Choose the setting carefully. It could be a walk, a conversation in a meeting room, or even online.
• Make sure the other person is just as prepared as you are. That way, your colleague will come into the conversation not only more relaxed but also more motivated.
• Allow time for open-ended questions before the interview.
• Invite them personally by phone, or if possible, just stop by—you can also email them the ideas and goals you’ve prepared for the conversation.

A Good Start to Your Performance Review

• Would you like some tea or coffee? Even if the conversation is taking place online, ask the other person if they have everything they need to get started.
• Go over the agenda again and ask if anyone has anything to add
• Can we get started? Great… let's go 😊

Questions About the Current Situation

• Where do you see your current responsibilities?
• What do you consider to be your current responsibilities?
• What is your role on the team?
• What do you enjoy doing the most?
• What are you good at?
• What are you good at, but don't enjoy doing?
• What do you value most in a team?

Rounding off the first part

Give a brief overview of what you noticed and what you heard. Ask your
colleague if you understood everything correctly. Identify the aspects that are particularly important to you
as well, and add your own ideas. Then ask if your colleague
has any questions or additional points to add that are important.

Leite zum nächsten Teil über mit zum Beispiel:
„Wir haben jetzt angeschaut, was so der aktuelle Stand ist und was uns besonders wichtig
ist. Lass uns jetzt mal in die Zukunft blicken“

Looking to the Future: Providing Perspective in Performance Reviews

When we talk about the future, it's not a to-do list. It's a good
way to prepare by incorporating as many perspectives as possible into your planning.

Here are a few questions you're welcome to use. You can find more in the PDF HERE

• What goals have you set for yourself?
• Which areas do you think won't be as relevant in the future?
• In your opinion, what challenges might we face in the future?
• What expectations do you have of yourself?
• What Makes a Good Leader
• In your opinion, which network do you think we should use more in the future?
• What Might Communication Look Like in the Future?
• Are there any concerns you have when you think about the future?
• What would you particularly enjoy doing in the future?

Wrapping up the second part:
Give a brief overview of what you noticed and what you heard. Use
the way you wrapped up the first part as a guide.

A Perfect Ending

This is where you should include a respectful summary and also set the schedule for the next meeting. You can also use this opportunity to clarify what your counterpart hopes and expects from you—and, of course, what you hope for in the future. Always let your counterpart take the lead first, and add to what they say rather than dictating the conversation.

Questions about implementation?

I offer a free strategy consultation so we can get to know each other. Feel free to take advantage of this opportunity and contact me at katja@katja-schaefer.de

I'm looking forward to meeting you

You have no support—or not enough support—for developing your leadership role?

You'd like to Confident, successful, and authentic dich und dein Team führen?

If so, the Mindstone Leadership Academy could be a great fit for you as you develop your unique leadership style. If you’re interested, please contact me, and we’ll explore together whether the program offers the value you’re looking for. It’s free and there’s no obligation—just email me at: katja@katja-schaefer.de