Communication in performance

1. COMMUNICATION IN THE
PERFORMANCE MANAGEMENT

2. When a manager communicates poorly
during the performance review
• Employees become hesitant to work with their manager.
• Employees argue and reject their manager’s input and
opinions.
• Employees file more grievances related to performance
issues.
• Employees don’t keep their manager informed and avoid
talking to their manager.
• Employees do their best to hide their deficiencies or
performance difficulties.
• Employees refuse to take any responsibility.

3. Questioning Guidelines
• Don’t ask questions when you’re not prepared to
hear the answers.
• Questions that start with “Why” tend to make
people feel defensive.
• Don’t use questions to say things indirectly.
• Avoid compound questions.
• Don’t interrupt when a person is trying to answer a
question you’ve posed

4. Listening Skills
• Interrupting
• Interrupting – knowing the answer
• Trying to be helpful
• Seeing discussion as competition
• Distraction - red flag words – emotional triggers
• Gap searching

5. Non verbal
• Don’t slouch (sit in a lazy). Avoid other postures that might
make you look less alert.
• Keep your arms and legs uncrossed and relaxed, to send
the message that you’re open.
• Don’t fiddle with pens, rings, or other objects while the
other person is talking.
• Don’t write while the other person is talking, unless you
explain why. You can take notes—provided you explain
that’s what you are doing.
• Don’t let your eyes wander or look at your watch or a
clock.
• Don’t shake your head while the other person is speaking.
• Don’t sigh and/or roll your eyes.