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Emotionally Intelligent Performance Evaluations


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Align the performance evaluation process with the firm’s mission, vision, and values. …

Align the performance evaluation process with the firm’s mission, vision, and values.

Understand key emotional intelligence

Increase comfort with performance review conversations.

Identify the core message employee should remember after the conversation.

Practice coaching employees on future desired
performance focusing on strengths.

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  • 1. EMOTIONALLY INTELLIGENT PERFORMANCE EVALUATIONS Leadership Retreat Presenter: Dr. Maynard Brusman San Francisco, California 2011 Copyright © 2011 Dr. Maynard Brusman. Working Resources. All Rights Reserved.
  • 2. Learning Objectivesl Align the performance evaluation process with the firm’s mission, vision, and valuesl Understand key emotional intelligence competenciesl Increase comfort with performance review conversationsl Identify the core message employee should remember after the conversationl Practice coaching employees on future desired performance focusing on strengths
  • 4. PERFORMANCE EVALUATION DEFINITIONPerformance evaluation is the process ofevaluating a staff member’s performance,considering future goals, and addressingany training or development needs
  • 5. PURPOSE OF PERFORMANCE EVALUATIONl Feedbackl Promotionl Performance improvementl Coaching & mentoringl Development & trainingl Career Advancement
  • 6. A GREAT PERFORMANCE EVALUATION SYSTEM1. Performance Planning2. Performance Execution3. Performance Assessment4. Performance Review
  • 7. JOB ANALYSISl Essential goals and objectives upon which performance will be evaluatedl Success-Factor Definitions and Descriptionsl Describes performance in behavioral terms
  • 8. CORE COMPETENCIESl Competencies are behaviors that distinguish effective performers from ineffective onesl A competency model depicts a set of desired behaviors for a particular job position or levell Job competencies are the specific skills, knowledge, and abilities required to accomplish any given task at workl Competencies are key to culture change• Personal/Interpersonal and Technical Skills Competencies
  • 9. EVALUATION FORMS1. Personal-interpersonal (EQ) competencies2. Job-specific competencies3. Key job responsibilities4. Goals and major projects5. Summary of achievements to further mission, vision, and values
  • 10. EVALUATION FORMSl Focus on behaviors and resultsl Best-practice organizations evaluate employees based on core competencies
  • 11. GOALSl Emphasize resultsl Measurablel Challengingl Linked to missionl Mutually agreed upon
  • 12. HOW DO YOU MOTIVATE PEOPLE?l Provide recognition of good performance any time it’s encounteredl Enable employees to find meaning in their workl Create a compelling visionl Provide interesting workl Develop a collaborative and team-based culture
  • 13. GIVING FEEDBACKl Learned and part of firm’s culturel Everyone’s responsibilityl Balance positive and negative feedbackl Focus on specific examples of behaviorl Timelyl Contracting
  • 14. CONVERSATION STRATEGIESl Be appropriately sociablel Ask for employee’s self-appraisal firstl Present your evaluationl Confirm employee’s understandingl Discuss agreements and disagreementsl Discuss goals and action plansl Remove obstacles
  • 15. EFFECTIVE CONVERSATIONSl Employee does most of the talkingl Intense effort to listenl Problem-solvel Comments based on specific behaviorl Appreciative inquiry questions
  • 16. FOCUS ON STRENGTHSl “Now Discover Your Strengths”
  • 17. CORE MESSAGEl What is the single most important message?
  • 18. COACHINGl Providing and clarifying directionl Encouraging the development of performance goalsl Giving feedback and listeningl Motivatingl Removing barriers and providing resources
  • 19. RECEIVING FEEDBACKl Welcome feedbackl Proactive in seeking feedbackl Be open to changel Listen to feedback from everyonel Multi-rater 360-degree feedback
  • 20. Emotional Intelligence is the ability to…l recognize our own feelings and those of others, motivate ourselves, and manage emotions well in ourselves and in our interpersonal relationships.
  • 21. RESEARCHl Up to 90% of the difference between outstanding and average leaders is linked to emotional intelligence. EQ is twice as important as IQ and technical expertise combined, and is four times as important in overall success.l Research by the Center for Creative Leadership found the primary cause of derailment in executives involves deficits in emotional competence. 1. Change 2. Teamwork 3. Interpersonal Relations
  • 22. WHY DEVELOP EMOTIONAL INTELIGENCE?l More than 50% of employees lack the motivation to keep learning and improving.l Four in 10 people cannot work cooperatively.l 70% of all change initiatives fail because of people issues – inability to lead, lack of teamwork, unwillingness to take initiative, and inability to deal with change. Hay Group
  • 23. EQ vs. IQ EQ key to success in the business worldl EQ is the ability to bring people together and motivate theml EQ is the trust to build productive relationshipsl EQ is the resilience to perform under pressurel EQ is the courage to make decisionsl EQ is the strength to persevere through adversity
  • 24. EQ vs. IQl EQ is the vision to create the futurel EQ is a skill. Skills can be learnedl Employees in an emotionally intelligent company empowered to contribute fullyl Emotionally intelligent organization creates innovative products & services, and exceptional customer loyalty
  • 25. Five Competencies ofEmotional Intelligence at Workl Self-Awareness-Ability to recognize and understand your moods, emotions, and drives, as well as their effect on othersl Self-Regulation-Ability to control impulses and moodsl Motivation-Passion to pursue goals with energyl Empathy-Awareness of others’ feelingsl Social Skill-Proficiency in managing relationships
  • 26. The Peter Principle and EQl People are frequently promoted to their level of incompetencel Individuals are often promoted because of their technical expertise, when the needed skills are managing peoplel The technical expert can become a poor boss
  • 27. EQ GREMLINSl Fearl Avoid Conflict and Challengel Negative Internal Dialoguel Unrealistic Expectationsl Blaming Others
  • 28. INTERPERSONAL SKILLSl Focus on behaviorl Build self-esteeml Solve problems collaborativelyl Listen activelyl Probe for understandingl Positively reinforce desired behaviors
  • 29. SYSTEMS THINKINGl Redesign processes and systems that generate outcomes and results
  • 30. ABOLISHINGPERFORMANCE APPRAISALSl “Performance appraisals are the bloodletting of today’s management” Steven CoveyDevelop win-win agreements based on trust,listening and communication
  • 31. ACTION PLANl Identify 3 strengthsl Identify 3 growth areasl Develop a plan to improve specific skilll Move action forward with a coach
  • 32. UNLEASHING OUR POTENTIAL“Our deepest fear is not that we areinadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that frightens us.” Marianne Williamson
  • 33. Social Medial Connect with me on these Social Media sites.
  • 34. Dr. Maynard BrusmanConsulting Psychologist & Executive CoachWorking ResourcesSan Francisco, CaliforniaTel: 415-546-1252E-mail: mbrusman@workingresources.comWeb Site: http://www.workingresources.comSubscribe to Working Resources Newsletter:http://www.workingresources.comVisit Maynards Blog: