This document provides tips for managers on preparing for and conducting annual reviews with different leadership styles. It identifies four main styles: 1) C Manager - Interested in facts, details, rules and quality. May overanalyze. Needs to be more inspiring. 2) D Style - Competitive and wants to increase power. Likes immediate feedback and results-orientation. 3) S Style - Loyal and wants information from supervisor. Needs organized feedback and continuity. 4) I Style - Values relationships and new ideas. Needs reassurance and optimism. For each style it provides advice on their preferred meeting preparation, goals, and how to motivate them. The overall tips are meant to help

1. IT Weapons Internal Use Only
Leadership Team: Annual Review Tips Compliance Style
Step 1: Know Yourself – C Manager
“Things” Leader: Interested in Facts, Details and Analyses
Authority Based On: Rules, Standards and Distance from People
� Comfortable emphasizing Rules and quality focus
� Well organized
� Good service
� Knows data
� May overuse data, over-evaluate
� Needs more enthusiasm
� Can suffer from “Analysis paralysis”
Step 2: Communicating with Other Styles
� Be more expressive and animated
� Talk more
� Talk less about details, facts and figures
� Focus on being more inspiring
� Spend more time chatting
� Speak more about people and emotions
� Be careful not to appear cold, impolite and distant
Step 3: Understand Your Own Style:
During Reviews, you:
� Will discuss something only if there is information to base the discussion on
� Want to know the end result beforehand
� Prepare to scrutinize or debate
� Use the meeting for distributing information and ensuring quality
� Want a standard of comparison for the discussion
� Want everything to be checked and ensured

2. IT Weapons Internal Use Only
Step 4: Understand Your Team Member:
D S
Relationship to Supervisor: Either respects (if no overlapping
responsibilities) or No Respect at all (Competitive situation)
Typical Preparation for the Meeting:
� Little Preparation
� Has one main goal they want to achieve
� Prepares to win
Would like:
� An opportunity to Influence supervisor and move own goals
forward
� To get to speak
� To talk about changes
Career Goals Typically Include:
� To increase their power, authority, and/or area of influence
� Freedom from routines and to be able to oversee things
from above
How to Motivate Them:
� Give immediate feedback
� Concentrate on the subject
� Maintain results – orientation
� Don’t stifle their desire to act
� Don’t restrict their power
� Don’t waste their time on non – essentials
Relationship to Supervisor: Trustworthy, “right arm” but needs clear
instructions
Typical Preparation for the Meeting:
� Concentrates on the open fears and issues
� Prepares to defend themselves
Would like:
� Opportunity to receive information on the plans of the
organization
� Expects to receive information rather than give it
� Wants the supervisor to make a plan of action for them
Career Goals Typically Include:
� Wants to make a greater contribution to the organization, while
being able to use own area of expertise.
� Wants freedom from “being at the mercy of others”, wants to
predict own future
How to Motivate Them:
� Give organized feedback
� Give supporting material
� Maintain continuity
� Let them finish their work
� Don’t make sudden changes or be restless
� Don’t work against what was agreed upon
I C
Relationship to Supervisor: Doesn’t oppose.
Protests by neglecting responsibilities (late, errors, etc.)
Typical Preparation for the Meeting:
� Does not prepare – “the meeting is a conversation”
� Expects something positive to happen
� Tries to postpone the meeting if is afraid of the discussion
Would Like:
� Opportunity to get to know the supervisor better
� Expects balanced exchange of ideas
� Hopes the supervisor provides new ideas
Career goals typically include:
� Wants to increase network of associates and friends, and to
work on issues that deal with people and atmosphere
� Values freedom from paperwork and pressuring of other
people
How to motivate them:
� Be responsive and listen
� Give assurances
� Be optimistic
� Be with them all the time
� Don’t set unnecessary restrictions
� Don’t react negatively or put down their enthusiasm
Relationship to Supervisor: Same as to other employees (sees as an
equal)
Seeks safety from conflicts and new situations via supervisor
Typical Preparation for the Meeting:
� Will discuss something only if there is information to base the
discussion on
� Wants to know the end result beforehand
� Prepares to scrutinize or debate
Would like:
� Opportunity to receive clearer instructions
� Wants to analyze issues that have occurred
� Wants statistics and instructions to do the talking
Career Goals typically include:
� Wants to utilize own professional skills and knowledge in more
challenging situations
� Wants freedom from conflicting instructions and more
opportunity to work based on the “wrong­right” criteria
How to motivate them:
� Give detailed information
� Be open to questions
� Give them time to think and prepare
� Don’t keep information to yourself
� Don’t pressure for immediate answers
� Don’t force them to use power