To Get The Best Insights From Your Team Ask These Four Questions
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Performance reviews can be awkward and nerve-wracking for both managers and team members. For many of us, this means rehashing the same old conversations we had the last time hoping for different results.
A key element of leading others and leveraging the team’s collective talent, skills, and knowledge is to know their motivations and aspirations. One of the most satisfying aspects of officially managing others is that we can play a vital role in their professional and personal growth.
The best bosses I had were those who gave me candid feedback and who allowed me to deliver using my own talents, style, and knowledge.
Feedback is a gift. We do not always perceive it that way because sometimes the gift is badly wrapped or comes from the wrong person. In my journey leading others, I continue to improve on my gift-wrapping skills and to bring it at the right time.
Many times, the performance conversations are perfunctory with neither manager or employee engaged, feeling safe enough to be honest, transparent, and self-aware. Moreover, not everyone is good at giving or receiving criticism in a constructive way.
That is why it is important to create an environment that makes people feel safe and comfortable to open up.
I prefer to ask questions. I noticed that it disrupts the internal running commentary each person brings to the table. Let’s see what she’ll say now. I don’t think I’m doing well at all. She’ll put me in an improvement plan. I am ready to hear how awesome I am!
Asking questions helps me understand if both of us are on the same page (or at least on the same book). It also provides a lot of insight into what is important to this person.
Here are the four questions I ask
1) What would you like to be different?
This question gives employees the opportunity to share their ‘wish list’ and provide valuable feedback on processes that may be inefficient.
I encourage them to consider all aspects regardless of if it is possible to do something about it or not: our working relationship, how the team is organized, the scope of their roles, etc.
My objective is to uncover ideas on how we can work together more efficiently, any source of discontent or pain points, and how they think about their own function.
Another important aspect is that this question opens the door for them to give me feedback. I find it more effective than asking ‘what feedback do you have for me?’
“What we think determines what happens to us, so if we want to change our lives, we need to stretch our minds.” Wayne Dyer, American author
2) What skills, behaviors and/or habits would you like to develop?
This is where we start talking about areas of development. I like to discuss this aspect early in the conversation, so I have a chance to end the meeting on a positive note – with achievements or next steps vs. development.
The only the exception is if I am leading someone who is not consistently performing. In those cases, my conversation is mostly focus on what the person needs to improve to get back on track.
The focus here is on things that can be learned, practiced, and eventually mastered.
For example, someone may want to learn how to give effective performance feedback. They can learn the technique, wording for the conversation, how to prepare, etc., as well as practice until they can master this skill.
My goal is to understand how they think about themselves regarding their professional development, what next steps they have in mind, and their ideas on what actions they will take.
“Nothing can stop the person with the right mental attitude from achieving their goal; nothing on earth can help the person with the wrong mental attitude.” Thomas Jefferson, 3rd U.S. President
3) What are your areas of awareness?
Here, I want to uncover a couple of things. On one hand, I want to know how much (or little) awareness the person has.
On the other hand, I want to know those areas in which, even if we put in many hours and effort to learn and/or improve, we would not make a lot of progress.
For example, if someone is an introvert, it does not matter how many books they read, which trainings they take, or which social events they attend, this will not change.
We want to know about these areas to work around them and/or use them to our advantage.
“They who know when they can fight and when they cannot, will be victorious.” Sun Tzu, Chinese general
4) What are you most proud of so far this year?
As I mentioned before, I like to end the performance conversation on a high note. And this question sure accomplishes that.
I also use it to reinforce the person’s strengths based on what I have observed as well as feedback I receive from others.
This is the opportunity for each person to toot their horn and to sing their team’s accomplishments.
“Success is almost totally dependent upon drive and persistence. The extra energy required to make another effort or try another approach is the secret of winning.” Denis Waitley, American motivational speaker
One more thing before you go
Performance conversations are a fantastic way to obtain feedback from your team and identify their needs, motivations, and aspirations. If done well, you will gain insight on what is working and what is not. You can then prioritize where to focus your time and effort to remove obstacles so your team members can operate at their best.
The more we know people’s motivations and aspirations the better we will be able to empower them to grow and pursue their purpose. I am a strong believer that many of the skills and behavioral changes we learn and experience at work translate into our lives outside of work. This benefits all parties – the individual, the organization, and society.
Our strengths are often natural abilities that we are unaware of until someone points them out. As managers, we want to draw on the strengths and expertise of our employees by celebrating them and making people aware of their talents. This way they will keep enhancing their abilities and we all will reap the benefits.
You do not need to wait until there is a formal, enterprise-wide process for performance conversations. You can apply these questions at any point throughout the year.
What question or questions will you incorporate in the next conversation? Please, let us know in the comments.
As a leadership coach, I enable talent to achieve bold goals with high standards. My mission is to empower underrepresented women in the financial industry transition from mid to senior level leadership positions using mental fitness to achieve peak performance, peace of mind, and healthier relationships.