Reviewing Progress Regularly

It’s the time of the year for performance reviews. Every year, I remind myself that giving feedback comes down to this: “radical candor” plus “radical compassion.” If you are too candid/direct, you will make your team feel defensive. But if you soften your feedback too much (which I have seen too many leaders do), your message will not be clear. The net effect if you don't get the balance right is that your team will not grow. It’s a difficult balance to strike. We’ve all had moments where we’ve held back the feedback we planned to give because we don’t want to hurt someone’s feelings. But the truth is, when you deliver feedback from a place of wanting to help someone reach their potential, that actually builds trust. I always start there - I make sure that my team knows that I am deeply committed to their growth. So this performance review season, don’t be afraid to be direct. But remember: being direct does not mean being harsh. Show the person you care about their growth and then follow it up with a plan to help them develop. “Radical candor” plus “radical compassion” is the feedback formula that works! What mindset are you taking into this performance review season?

Unlock the Power of High-Quality Performance Reviews 'Tis the season for annual performance reviews. They are dreaded by some (both managers and direct reports alike), but a GOLDEN opportunity for growth, alignment and acceleration when done right! When I became a people manager for the first time I had no formal training on how to do a formal performance evaluation which made it more an intimidating and time consuming process than effective. It took me a while to develop some best practices which I still use today. Here are some actionable tips for how to make these conversations transformative instead of transactional: Best Practices for Managers: 1️⃣ Make it a Dialogue, Not a Monologue: Listen as much as you speak. Performance reviews should be a two-way street. 2️⃣ Focus on Specifics: Give actionable, evidence-based feedback tied to clear examples—not vague generalizations. 3️⃣ Balance Praise with Growth Opportunities: Celebrate wins but also highlight areas for improvement with a clear path forward. 4️⃣ Set Goals, Not Just Grades: Use reviews to align on SMART goals for the future. 5️⃣ Document & Follow Up: Don’t let feedback vanish post-meeting. Document outcomes and revisit them regularly. Common Mistakes to Avoid: 🚫 Waiting Until Review Time: Feedback should be ongoing—not a once-a-year surprise. 🚫 Being Too General: Saying "Good job" or "Needs improvement" without specifics leaves employees guessing. 🚫 Avoiding Tough Conversations: Constructive feedback can be uncomfortable, but it’s essential for growth. 🚫 Ignoring Employee Input: This isn’t just your show—make space for their perspective! Tips for Employees: Get Better Feedback 1️⃣ Be Proactive: Ask for feedback regularly—not just during reviews. Questions like, “What’s one thing I could do better?” shows initiative and openness. 2️⃣ Come Prepared: Bring accomplishments, challenges, and goals to the table. Show ownership of your growth. 3️⃣ Clarify Expectations: Ask, “What does success look like in my role / on this project?" This helps align your work with manager expectations. Year-Round Impact ✔️ Schedule Regular Check-Ins: Quarterly or monthly conversations keep feedback fresh and actionable. ✔️ Use Tools to Track Progress: Utilize shared documents or platforms to monitor goals throughout the year. ✔️ Create a Feedback Culture: Encourage real-time recognition and coaching on a weekly basis. A high-quality performance review isn’t just a meeting—it’s a tool for growth, alignment, and stronger relationships. Let’s move away from the “annual checkbox” and toward continuous improvement! What’s your secret to impactful performance reviews? Drop your tips in the comments! #Leadership #Feedback #PerformanceManagement #CareerGrowth

Before you automate anything, answer this: Can you document your process in 10 steps? If not, automation will just replicate your chaos faster. 🔧 Most GRC teams get this backwards They spend weeks building AI validators, evidence collectors, or risk scorers. Then wonder why outputs are inconsistent, inaccurate, or unusable. The problem isn't the AI. It's the workflow underneath. The workflow audit comes first. The automation comes second. 📧 This week in GRC Engineer: "Engineer Your GRC Process Before You Automate It" The 30-minute audit that shows whether your workflows are ready for automation: ✅ Input Clarity - Do you know what data you actually need? ✅ Process Definition - Can someone else follow your steps and get the same result? ✅ Output Consistency - Does the same request produce the same format every time? ✅ Repeatability - Can anyone execute this without tribal knowledge? Copy-paste checklist included. Score your workflows. Fix one thing this week. Read here: https://lnkd.in/e_-zR2Rv Last week: Fixed your prompts This week: Audited your workflows Next week: Validation frameworks to ensure you can scale automation The GRC professionals who master process engineering + AI scaffolding will define the next decade. #GRCEngineering #ProcessDesign #Automation

50% of employees say performance reviews are useless. Here's how to fix that. I've spoken to hundreds of people over the years. The pattern is painfully consistent. Manager talks. Employee nods. Nothing changes. But the data is even more concerning: more than half of employees feel formal reviews contribute nothing to their growth. No surprise there. The problem exists on both sides of the table: - Employees dump all responsibility for these sessions on their managers - Managers have zero training on how to make these conversations meaningful The result? Monologues that waste everyone's time. But here's the thing about great performance reviews: They're not monologues—they're conversations. Want to transform your review sessions into career accelerators? Here's how: For managers: - Implement structured frameworks like McKinsey & Company's OILS (Observation, Impact, Listening, Solutions/Strategy) - Work together to identify what's actually causing performance challenges (Is it time management? Communication gaps?) - Establish clear priorities with specific targets and timelines for the next period For employees: - Come prepared with defined goals and the specific skills you need to develop in the next 6-12 months - Bring a concise, tactical action plan to ensure alignment and measurable progress Whatever it takes, remember that performance growth is a two-way street. These sessions should empower both sides to grow, not just check administrative boxes. What's your best tip for making reviews actually matter? I would love to hear. __ ♻️ Reshare this post if it can help others! __ ▶️ Want to see more content like this? You should join 2297+ members in the Tidbits WhatsApp Community! 💥 [link in the comments section]

Last week I led a session on #PerformanceManagement for senior leaders. One of them reached out with the following important question about #PsychologicalSafety in the context of managing underperformance: "Psychological safety is an extremely difficult concept to pin down, especially in a setting where we have to strike a balance between supporting human beings under pressure, while at the same time being accountable for results. I would like to have more guidance on is how one manages the psychological safety element in a situation of underperformance - which often requires (at least partially) withdrawing that safety, to the discomfort of the staff member." Here is my advice to those of you wondering the same thing: In the context of managing underperformance, having psychological safety means feeling that you won't be punished or humiliated for making mistakes or for underperforming. That being said, having a conversation with a supervisor about your performance when you’re not meeting expectations is inherently stressful. It is psychologically difficult for people to focus on where they are coming up short; this undermines their sense of self as a competent person, particularly when they feel that they have been working diligently or when they have been negatively affected by situations beyond their control. While it may not be possible to make a staff member completely comfortable during feedback conversations about underperformance — and indeed, a total lack of discomfort with the status quo may not be optimal for motivating improvement — these conversations are much more likely to achieve their aim of helping the staff member perform at a higher level when the supervisor does the following:   ⋙ Provide Actionable Feedback ⋘ 👉 Give specific, timely, and constructive feedback on performance gaps, not just vague criticisms. 👉 Clearly outline expectations, metrics, and deadlines for improvement. Maintain an empathetic, development-focused tone even as you increase accountability. ⋙ Focus on Development, Not Just Evaluation ⋘ 👉 When addressing underperformance, emphasize how you can support the employee's growth and improvement. Make it clear the goal is to help the employee succeed. 👉 Collaboratively identify obstacles (e.g., by asking questions like, “What is most difficult about this for you?” and “What’s getting in the way?”) and craft a plan to overcome them through coaching, training, or other resources. 👉 Engage the staff member in articulating what help they feel they need and what path forward feels most motivating and productive. This helps to build employee ownership over their plan for improvement rather than thrusting it upon them.

Performance reviews often leave people deflated. But the ones that inspire? They focus on potential, not just performance. Here’s how to create those conversations: 1 / Be specific about what you observed Use the SBI model to share it clearly. → Situation: When and where it happened → Behavior: What you observed, not your interpretation → Impact: How it affected the team or results 2 / Challenge them because you care Radical Candor isn’t about being nice or tough.  It’s about doing both. → Make criticism immediate and specific → Show you care about their growth → Praise publicly, critique privately 3 / Use language that opens doors The words you choose shape how people receive feedback. → “You’re not good at this” shuts people down → “You haven’t mastered this yet” creates possibility → That one word — yet — shifts everything 4 / Don’t hide feedback between compliments People remember the start and end better than the middle. → Give praise when you mean it → Give constructive criticism when it’s needed → Keep them separate 5 / Focus on where they’re going When the conversation is about the future, it motivates. → What would success look like for you? → What support do you need to get there? → What skills do you want to develop? 6 / Ask for their perspective too Performance reviews shouldn’t be one-sided. → Have them complete a self-assessment first → Compare notes together in the meeting → They often already know what needs to improve Performance reviews don’t have to be dreaded. Your team wants honest feedback. They just want it delivered in a way that sees their potential, not just their mistakes. ♻️ If this resonates, repost for your network. 📌 Follow Amy Gibson for more leadership insights.

Performance conversations are more than evaluations—they're opportunities to inspire reflection, growth, and clarity. I've been reflecting on how we can approach these moments with greater purpose.   Too often, we dive into discussions focused solely on outcomes or metrics. But what if we paused to look deeper? What if we encouraged employees—and ourselves—to approach these moments from different vantage points: stepping back to observe like a fly on the wall, zooming out to the balcony for perspective, and then engaging with purpose on the dance floor?   This layered approach challenges us to ask meaningful questions: "What patterns am I noticing? How do my efforts align with broader goals? What could I do better?" It’s a mindset shift that transforms performance conversations into opportunities for growth, even when outcomes aren’t ideal. Here are a few practical ways to bring this perspective to life: 1. Start with Observation (Fly on the Wall): Before diving into feedback, encourage employees to reflect on their contributions objectively. Ask questions like " What moments felt like your strongest? What would you approach differently? help set a tone of self-awareness." 2. Zoom Out to the Bigger Picture (Balcony): Help employees see how their work connects to broader team and organizational goals. This shift in perspective ensures the conversation isn’t just about isolated outcomes but about long-term impact and alignment. 3. Engage with Purpose (Dance Floor): End every conversation with actionable steps and encouragement. Even when feedback is tough, leave employees with clarity and optimism. A simple affirmation like "I believe in your ability to grow from this", can turn a challenging moment into a catalyst for improvement. Performance conversations are a dance between reflection and action, but they’re also about perspective—knowing when to step back, when to zoom out, and when to engage fully. When we guide our teams to critique their own contributions—not to judge, but to grow—we unlock their potential and leave them inspired to improve. Would love to hear your perspective.

How can internal audit be more efficient with their time? We can find ways to reduce non-value-added time spent during an #audit project. Here are a few ideas to get you started. 1. Reduce the amount of testing needed to come to a conclusion. Can you test less and still provide reasonable assurance the process / control is working as is? 2. Be more strategic with audit meetings. Can your 30 min meeting be cut to 15 min or replaced with a memo? Do you need all attendees? Can you batch audit questions and ask them daily or every other day? 3. Prepare the audit report during the audit planning and fieldwork, not at the end of fieldwork. Audit scope, objectives, and a draft of the executive summary can be completed and memorialized in the audit report by the end of audit planning. Build consensus on audit’s recommendations and management action plans for observations noted during fieldwork. By the fieldwork close meeting, aim to have 80 - 90% of your report finished. 4. Document fieldwork in your audit management solution, not in a standalone Excel or Word document. When the audit team shares files via email or a shared repository, version control issues can arise, and time is wasted sending requests via email without automated notifications and reminders. Additionally, uploading fieldwork into an audit management solution after completing the audit adds an unnecessary step to your audit project. 5. Internal Audit reviews of fieldwork need to be more frequent and timely. Internal Audit Seniors and Managers should review audit scope, individual testing procedures, and identified observations more frequently, daily if possible. More timely reviews will help overcome hurdles sooner and start communication with management regarding identified observations earlier. 6. Eliminate manual reporting efforts. Purpose-built audit software offers real-time dashboarding and reporting as work is completed. If you're manually collecting feedback on document requests, test steps, hours spent, and project completion, and writing out your audit report manually, purpose-built audit management solutions can save you significant time. 7. Leverage Generative AI. Use Generative AI as a starting point to create risk and issue statements, control descriptions, test procedures, and audit summaries. With an AI-powered audit management solution, machine learning can link your data (frameworks, risks, controls, past issues) and provide intelligent recommendations, saving your team time from researching this manually. What’s missing from this list? If you have a best practice or an internal audit time reducing super-power, share it here. AuditBoard #InternalAudit #EnablingPositiveChange

Constant workflow evaluation is crucial to meet business demands. A recent leadership training reshaped my approach, stressing the importance of questioning norms and assessing if traditions still add value. One story that perfectly captures the essence of this training is the parable of the soldier’s barracks and the parade slab. Imagine a military base decades ago where soldiers laid a concrete slab to hold parades. However, before the cement dried, animals would often trample on it, creating an unsightly mess. So, a soldier was assigned to guard the slab at night, preventing any intrusion until it dried completely. But over the years, this nighttime guarding became a routine task, regardless of necessity or even the slab’s condition. The soldiers rotated nightly shifts to guard this parade slab—an unexamined duty passed down through generations. One day, a recruit questioned the reason behind guarding this slab. Strangely, nobody knew why they were guarding it, nor could they remember when the slab was last poured. The original purpose had long since faded, leaving only an empty ritual that served no purpose, other than occupying valuable time and resources. This example resonated with me deeply. How often do we continue tasks and workflows because “that’s just how it’s always been done”? Just like the soldiers in the barracks, we may be blindly guarding proverbial slabs that have long outlived their relevance. In our quest to become more productive and cost-effective, these "slabs" need to be identified and eliminated. The training encouraged steps to dismantle workflows and streamline processes: Map Out the Process Chart each action and person involved to expose redundancies and tasks done out of habit, not purpose. Define Purpose for Each Step Ask, “What’s the intended outcome?” Many tasks are formalities with no impact. Engage Team Members Team feedback reveals inefficiencies leaders may overlook. Front-line employees often see issues we don’t as most leaders. Use a “What if” Mindset Boldly ask, “What if we didn’t do this at all?” Challenge task necessity. Implement and Track Testing changes and measuring outcomes ensures productivity gains are tangible. The results: reduced non-value tasks and measurable cost savings. Outdated workflows can waste up to 20% of productive time. Morale also suffers when employees perform pointless tasks. A lasting lesson was that productivity comes from fostering a culture of inquiry. Leaders aren’t just problem solvers; they’re problem finders, willing to challenge even the most accepted routines. Tradition can be comforting, but in business, clinging to unnecessary tasks is an expense we can’t afford. This experience taught me to always ask, “Why are we doing this?” If the answer doesn’t align with our goals, it’s time to break the mold and let go of practices that don’t serve us and the business. By embracing inquiry and challenging norms, we build agile and resilient organizations

I audited one of my client's sales teams last month…. What I found was hiding in plain sight My top SDR was switching tabs over 50 times a day For one rep, that adds up to a full working week lost per year Just from switching tabs!!! Multiply that by the whole team, and you’ve got a massive efficiency leak. It’s the tip of the iceberg.... As a fractional CMO, I don’t get 90 days to “settle in” The fastest way to accelerate growth is to remove that drag and point the time you win back at revenue gen. Here’s the 3-week efficiency play I ran: 𝐖𝐞𝐞𝐤 1 - 𝐈 𝐜𝐨𝐧𝐬𝐨𝐥𝐢𝐝𝐚𝐭𝐞𝐝 𝐭𝐡𝐞 𝐬𝐭𝐚𝐜𝐤 - I chose one platform for our data, verification, warm-up, outreach, and dialler. Then I connected the CRM and standardised everything 𝐖𝐞𝐞𝐤 2 - 𝐈 𝐩𝐨𝐢𝐧𝐭𝐞𝐝 𝐢𝐭 𝐚𝐭 𝐢𝐧𝐭𝐞𝐧𝐭 - I switched on buyer intent signals to focus only on in-market accounts and used waterfall enrichment across 50+ sources to get live, verified contact info 𝐖𝐞𝐞𝐤 3 - 𝐈 𝐥𝐚𝐮𝐧𝐜𝐡𝐞𝐝 𝐭𝐡𝐞 𝐜𝐚𝐦𝐩𝐚𝐢𝐠𝐧 - I wrote a 3-touch sequence referencing their intent and had my team follow up with calls the next day using the built-in dialler, hitting the most engaged leads first The Before → After was stark - My team’s 5 logins → 1 platform - The fragmented data we had → real-time, verified contacts - The manual glue work → end-to-end workflows This led to: - 2x more verified contacts vs. our old stack - 42% more qualified leads in our pipeline - An estimated $10k+ in annual savings per rep Too often, I see teams accept a brittle stack and just work around it. But you don’t have to … Instead: ·      Fix the platform ·      Fix the workflow The numbers WILL follow. Don’t only audit when you join, keep doing it as you go Curious which all-in-one GTM platform I used to run this? Comment “FIX” and I’ll DM the system + my checklist #gtm #salestech #b2bsaas #revops