Embrace the golden rule by treating everyone with respect. This is a crucial approach, especially in challenging reviews. Be present and check your distractions at the door. Turn your phone off or leave it in your office. Practice active listening and ask questions to understand where reps are coming from. Begin each review by emphasizing that it’s an opportunity for growth and better communication. This transparency fosters an atmosphere of trust and open dialogue, which means the review process will be seen as constructive and supportive. Leading with empathy underlines the importance of respect and mutual understanding throughout the performance discussion.
3. Re-align on performance expectations
Alignment on KPIs and other metrics should be established well before the review period, but this is a good time to reiterate them. A rep could think they’re doing awesome, knocking out 40 calls a day, when the expectation is really 100 calls.
Also, keep in mind that it’s convenient, maybe even tempting, to afghanistan phone number list measure performance based on numbers alone, but this isn’t always a realistic measure of skill or talent. As you align, be sure to address a rep’s strategies along with their results. Don’t just talk about targets they hit or missed. Talk about how they shot the arrow. Understanding their approach can help you create a coaching plan to build or strengthen their skills.
4. Start with the positive and share feedback openly
Kick off the review by acknowledging the employee’s strengths and recent achievements. This reinforcement sets a positive tone for the discussion that follows. It’s crucial that any critical feedback provided during the review reflects ongoing conversations and eliminates surprises. This step reinforces the importance of continuous feedback, making the formal review a summary of past discussions rather than a session of new revelations.
5. Encourage self-reflection
Instead of just giving feedback, help the employee reflect on their performance. Start by asking questions like, “How do you feel about your recent projects?” or, “What do you think are your biggest strengths and areas for growth?” This invites them to be an active participant in their review. It helps them internalize your feedback and creates a sense of ownership over their professional development. Plus, you might gain valuable insights from their perspective that you hadn’t considered.
6. Take the opportunity to provide coaching
As a sales leader, it’s your job to lead. Set aside a portion of the review to coach your reps. When you feel like you’re on the same page about what’s been working and what needs to improve, help your reps make a plan they can act on.