{"id":809,"date":"2019-08-13T21:53:52","date_gmt":"2019-08-13T21:53:52","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=809"},"modified":"2024-04-25T01:34:01","modified_gmt":"2024-04-25T01:34:01","slug":"improving-appraisal-effectiveness","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/improving-appraisal-effectiveness\/","title":{"raw":"Improving Appraisal Effectiveness","rendered":"Improving Appraisal Effectiveness"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Identify techniques for improving appraisal effectiveness<\/li>\r\n<\/ul>\r\n<\/div>\r\n<h2>Kim Scott\u2019s Radical Candor<\/h2>\r\nTechnology industry veteran and advisor Kim Scott learned how to improve appraisal effectiveness the way that industry (and, perhaps, humans) evolves in general: by failing.\r\n\r\nScott had an employee working for her whom she really liked. In relating the story in a First Round article, she calls him \u201cBob.\u201d The problem was the employee was absolutely terrible at his job. Whenever Bob would express worries about his performance, Scott would try to reassure him. But after nearly a year, she realized that Bob\u2019s weak performance was impacting her whole team\u2014and she was in danger of losing several top performers as a result. Trying to be \u201cnice\u201d to Bob, she'd been unfair to the people who were doing great work. And after not criticizing Bob for 10 months because she was trying to spare his feelings, she had to fire him. As she remarks: \u201cNot so nice after all. When I told him, Bob pushed his chair back, looked at me, and said, \u2018Why didn't you tell me? Why didn\u2019t anyone tell me?\u2019\u201d That experience taught Scott that \u201ccriticizing your employees when they screw up is not just your job, it's actually your moral obligation.\u201d[footnote]\"<a href=\"https:\/\/firstround.com\/review\/radical-candor-the-surprising-secret-to-being-a-good-boss\/\" target=\"_blank\" rel=\"noopener\">Radical Candor\u2013The Surprising Secret to Being a Good Boss<\/a>.\" Accessed August 20, 2019. First Round Review.[\/footnote]\r\n\r\nScott went on to develop a framework that she calls \u201cradical candor.\u201d Her operating premise: The single most important thing a boss can do is provide guidance.\r\n\r\n[caption id=\"attachment_2386\" align=\"alignright\" width=\"450\"]<img class=\"wp-image-2386\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/11234148\/RadicalCandor-1024x901.png\" alt=\"Kim Scott\u2019s Radical Candor Model. Two by two matrix: vertical matrix is called \u201cCare Personally\u201d and horizontal axis is called \u201cChallenge Directly.\u201d Ruinous empathy is a combination of caring personally and not challenging directly. Manipulative Insincerity is a combination of not caring personally and not challenging directly. Obnoxious Aggression is a combination of not caring personally but challenging directly. Radical Candor is a combination of caring personally and challenging directly.\" width=\"450\" height=\"396\" \/> Figure 1. Scott's Radical Candor Model.[\/caption]\r\n\r\nTo help teach radical candor, Scott developed a model divided into four quadrants; refer to Figure 1. The vertical axis is caring personally; the horizontal axis is challenging directly. As a manager, you should strive to provide feedback that falls in the upper right-hand quadrant: radical candor.\r\n\r\nScott refers to the vertical axis as the \u201cgive a damn\u201d axis, explaining that \u201ccaring personally makes it much easier to do the next thing you have to do as a good boss, which is being willing to piss people off\u201d [translation: provide constructive feedback], which is also her characterization of the horizontal axis. While, as discussed in the prior section, challenging or confronting others is difficult for many (most?) people, Scott\u2019s position is that once you become a boss, it\u2019s your job to be clear about not only what\u2019s going well, but what\u2019s going wrong.\r\n\r\nRadical candor, then, is a combination of caring personally and challenging directly. To help put it in practice, Scott created the acronym HHIPP: \u201cRadical candor is humble, it\u2019s helpful, it\u2019s immediate, it\u2019s in person\u2014in private if it\u2019s criticism and in public if it\u2019s praise\u2014and it doesn\u2019t personalize.\u201d\r\n<div class=\"textbox key-takeaways\">\r\n<h3>Learn More<\/h3>\r\nFor more on this concept, watch Scott\u2019s <a href=\"https:\/\/www.youtube.com\/watch?v=MIh_992Nfes&amp;feature=youtu.be\" target=\"_blank\" rel=\"noopener\">Radical Candor<\/a> video or read the First Round article <a href=\"https:\/\/firstround.com\/review\/radical-candor-the-surprising-secret-to-being-a-good-boss\/\" target=\"_blank\" rel=\"noopener\">Radical Candor\u2014The Surprising Secret to Being a Good Boss<\/a>.\u201d\r\n\r\n<\/div>\r\n<h2>Lenny Rachitsky\u2019s Performance Management System<\/h2>\r\nIn his \u201c<a href=\"https:\/\/firstround.com\/review\/the-power-of-performance-reviews-use-this-system-to-become-a-better-manager\/\" target=\"_blank\" rel=\"noopener\">The Power of Performance Reviews: Use This System to Become a Better Manager<\/a>\u201d article for First Round Review, former Airbnb product lead Lenny Rachitsky echoes Scott\u2019s essential \u201cgive a damn\u201d point. A formative review, which identified a number of number of development areas was not demotivating, as one might expect. Instead, he came out of the review \u201cfeeling more clear, motivated, and excited than I had ever been.\u201d What worked? Rachitsky credits \u201cthe clarity of his [manager\u2019s] feedback, the care in his delivery, and the simple organization of his framework.\u201d Rachitsky has since elaborated on this framework, developing a performance management system and associated template. The most important aspect: preparation. As Rachitsky puts it: \u201cIf you can\u2019t find a dozen hours to focus on your report\u2019s career throughout the year, that generally means you have too many reports \u2014 or that you shouldn\u2019t be a manager.\u201d[footnote]Rachitsky, Lenny. \u201c<a href=\"https:\/\/firstround.com\/review\/the-power-of-performance-reviews-use-this-system-to-become-a-better-manager\/\" target=\"_blank\" rel=\"noopener\">The Power of Performance Reviews: Use This System to Become a Better Manager<\/a>.\u201d First Round Review, July 18, 2019. Accessed September 20, 2019.[\/footnote] Not surprisingly, inadequate preparation is one of the six most common mistakes he identifies. A related point: failing to provide substantive feedback. In his template, Rachitsky includes a section for accomplishments and peer feedback. He breaks development documentation into 3 areas: summary; concrete examples and peer feedback; concrete suggestions; what killing it looks like. For perspective on his mindset, this is the script he sends out asking for feedback[footnote]Ibid.[\/footnote]\r\n<blockquote>In an effort to help Jane level up in her career, I\u2019m gathering peer feedback from people she works most closely with. I would really love your input. If you can find 5-10 minutes in the next few days to answer these questions, I would truly appreciate it (and so will Jane):\r\n<ol>\r\n \t<li>What are 2\u20133 things Jane should start doing? Why?<\/li>\r\n \t<li>What are 2\u20133 things Jane should continue doing? Why?<\/li>\r\n \t<li>What are 2\u20133 things Jane should stop doing? Why?<\/li>\r\n<\/ol>\r\nI will keep your answers anonymous, unless you tell me otherwise. Please be honest and candid, as that\u2019s what\u2019ll help me give Jane the best support in her career. And, if there\u2019s anything else you\u2019d like to share, good or bad, I\u2019d love to hear it.<\/blockquote>\r\nTo avoid overloading on development, Rachitsky also highlights what he sees as the employee\u2019s superpower and how she or he can leverage that unique capability further. Final point: let your report know where they are relative to what\u2019s next, whether it\u2019s a promotion, a title change or some other career development opportunity. As he notes: \u201cpeople want context, clarity, and most of all, next steps.\u201d[footnote]Ibid.[\/footnote]\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/2feca7bb-f4b2-44c3-82fe-8c34ca301a7a\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Identify techniques for improving appraisal effectiveness<\/li>\n<\/ul>\n<\/div>\n<h2>Kim Scott\u2019s Radical Candor<\/h2>\n<p>Technology industry veteran and advisor Kim Scott learned how to improve appraisal effectiveness the way that industry (and, perhaps, humans) evolves in general: by failing.<\/p>\n<p>Scott had an employee working for her whom she really liked. In relating the story in a First Round article, she calls him \u201cBob.\u201d The problem was the employee was absolutely terrible at his job. Whenever Bob would express worries about his performance, Scott would try to reassure him. But after nearly a year, she realized that Bob\u2019s weak performance was impacting her whole team\u2014and she was in danger of losing several top performers as a result. Trying to be \u201cnice\u201d to Bob, she&#8217;d been unfair to the people who were doing great work. And after not criticizing Bob for 10 months because she was trying to spare his feelings, she had to fire him. As she remarks: \u201cNot so nice after all. When I told him, Bob pushed his chair back, looked at me, and said, \u2018Why didn&#8217;t you tell me? Why didn\u2019t anyone tell me?\u2019\u201d That experience taught Scott that \u201ccriticizing your employees when they screw up is not just your job, it&#8217;s actually your moral obligation.\u201d<a class=\"footnote\" title=\"&quot;Radical Candor\u2013The Surprising Secret to Being a Good Boss.&quot; Accessed August 20, 2019. First Round Review.\" id=\"return-footnote-809-1\" href=\"#footnote-809-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><\/p>\n<p>Scott went on to develop a framework that she calls \u201cradical candor.\u201d Her operating premise: The single most important thing a boss can do is provide guidance.<\/p>\n<div id=\"attachment_2386\" style=\"width: 460px\" class=\"wp-caption alignright\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-2386\" class=\"wp-image-2386\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/11234148\/RadicalCandor-1024x901.png\" alt=\"Kim Scott\u2019s Radical Candor Model. Two by two matrix: vertical matrix is called \u201cCare Personally\u201d and horizontal axis is called \u201cChallenge Directly.\u201d Ruinous empathy is a combination of caring personally and not challenging directly. Manipulative Insincerity is a combination of not caring personally and not challenging directly. Obnoxious Aggression is a combination of not caring personally but challenging directly. Radical Candor is a combination of caring personally and challenging directly.\" width=\"450\" height=\"396\" \/><\/p>\n<p id=\"caption-attachment-2386\" class=\"wp-caption-text\">Figure 1. Scott&#8217;s Radical Candor Model.<\/p>\n<\/div>\n<p>To help teach radical candor, Scott developed a model divided into four quadrants; refer to Figure 1. The vertical axis is caring personally; the horizontal axis is challenging directly. As a manager, you should strive to provide feedback that falls in the upper right-hand quadrant: radical candor.<\/p>\n<p>Scott refers to the vertical axis as the \u201cgive a damn\u201d axis, explaining that \u201ccaring personally makes it much easier to do the next thing you have to do as a good boss, which is being willing to piss people off\u201d [translation: provide constructive feedback], which is also her characterization of the horizontal axis. While, as discussed in the prior section, challenging or confronting others is difficult for many (most?) people, Scott\u2019s position is that once you become a boss, it\u2019s your job to be clear about not only what\u2019s going well, but what\u2019s going wrong.<\/p>\n<p>Radical candor, then, is a combination of caring personally and challenging directly. To help put it in practice, Scott created the acronym HHIPP: \u201cRadical candor is humble, it\u2019s helpful, it\u2019s immediate, it\u2019s in person\u2014in private if it\u2019s criticism and in public if it\u2019s praise\u2014and it doesn\u2019t personalize.\u201d<\/p>\n<div class=\"textbox key-takeaways\">\n<h3>Learn More<\/h3>\n<p>For more on this concept, watch Scott\u2019s <a href=\"https:\/\/www.youtube.com\/watch?v=MIh_992Nfes&amp;feature=youtu.be\" target=\"_blank\" rel=\"noopener\">Radical Candor<\/a> video or read the First Round article <a href=\"https:\/\/firstround.com\/review\/radical-candor-the-surprising-secret-to-being-a-good-boss\/\" target=\"_blank\" rel=\"noopener\">Radical Candor\u2014The Surprising Secret to Being a Good Boss<\/a>.\u201d<\/p>\n<\/div>\n<h2>Lenny Rachitsky\u2019s Performance Management System<\/h2>\n<p>In his \u201c<a href=\"https:\/\/firstround.com\/review\/the-power-of-performance-reviews-use-this-system-to-become-a-better-manager\/\" target=\"_blank\" rel=\"noopener\">The Power of Performance Reviews: Use This System to Become a Better Manager<\/a>\u201d article for First Round Review, former Airbnb product lead Lenny Rachitsky echoes Scott\u2019s essential \u201cgive a damn\u201d point. A formative review, which identified a number of number of development areas was not demotivating, as one might expect. Instead, he came out of the review \u201cfeeling more clear, motivated, and excited than I had ever been.\u201d What worked? Rachitsky credits \u201cthe clarity of his [manager\u2019s] feedback, the care in his delivery, and the simple organization of his framework.\u201d Rachitsky has since elaborated on this framework, developing a performance management system and associated template. The most important aspect: preparation. As Rachitsky puts it: \u201cIf you can\u2019t find a dozen hours to focus on your report\u2019s career throughout the year, that generally means you have too many reports \u2014 or that you shouldn\u2019t be a manager.\u201d<a class=\"footnote\" title=\"Rachitsky, Lenny. \u201cThe Power of Performance Reviews: Use This System to Become a Better Manager.\u201d First Round Review, July 18, 2019. Accessed September 20, 2019.\" id=\"return-footnote-809-2\" href=\"#footnote-809-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a> Not surprisingly, inadequate preparation is one of the six most common mistakes he identifies. A related point: failing to provide substantive feedback. In his template, Rachitsky includes a section for accomplishments and peer feedback. He breaks development documentation into 3 areas: summary; concrete examples and peer feedback; concrete suggestions; what killing it looks like. For perspective on his mindset, this is the script he sends out asking for feedback<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-809-3\" href=\"#footnote-809-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a><\/p>\n<blockquote><p>In an effort to help Jane level up in her career, I\u2019m gathering peer feedback from people she works most closely with. I would really love your input. If you can find 5-10 minutes in the next few days to answer these questions, I would truly appreciate it (and so will Jane):<\/p>\n<ol>\n<li>What are 2\u20133 things Jane should start doing? Why?<\/li>\n<li>What are 2\u20133 things Jane should continue doing? Why?<\/li>\n<li>What are 2\u20133 things Jane should stop doing? Why?<\/li>\n<\/ol>\n<p>I will keep your answers anonymous, unless you tell me otherwise. Please be honest and candid, as that\u2019s what\u2019ll help me give Jane the best support in her career. And, if there\u2019s anything else you\u2019d like to share, good or bad, I\u2019d love to hear it.<\/p><\/blockquote>\n<p>To avoid overloading on development, Rachitsky also highlights what he sees as the employee\u2019s superpower and how she or he can leverage that unique capability further. Final point: let your report know where they are relative to what\u2019s next, whether it\u2019s a promotion, a title change or some other career development opportunity. As he notes: \u201cpeople want context, clarity, and most of all, next steps.\u201d<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-809-4\" href=\"#footnote-809-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a><\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_2feca7bb-f4b2-44c3-82fe-8c34ca301a7a\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/2feca7bb-f4b2-44c3-82fe-8c34ca301a7a?iframe_resize_id=assessment_practice_id_2feca7bb-f4b2-44c3-82fe-8c34ca301a7a\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-809\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Improving Appraisal Effectiveness. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-809-1\">\"<a href=\"https:\/\/firstround.com\/review\/radical-candor-the-surprising-secret-to-being-a-good-boss\/\" target=\"_blank\" rel=\"noopener\">Radical Candor\u2013The Surprising Secret to Being a Good Boss<\/a>.\" Accessed August 20, 2019. First Round Review. <a href=\"#return-footnote-809-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-809-2\">Rachitsky, Lenny. \u201c<a href=\"https:\/\/firstround.com\/review\/the-power-of-performance-reviews-use-this-system-to-become-a-better-manager\/\" target=\"_blank\" rel=\"noopener\">The Power of Performance Reviews: Use This System to Become a Better Manager<\/a>.\u201d First Round Review, July 18, 2019. Accessed September 20, 2019. <a href=\"#return-footnote-809-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-809-3\">Ibid. <a href=\"#return-footnote-809-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-809-4\">Ibid. <a href=\"#return-footnote-809-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":10,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Improving Appraisal Effectiveness\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"45bb843c-3dcf-4ef8-bc9a-88d5ee27c761, 14d01881-47fa-433c-b505-e37716cf3fae","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-809","chapter","type-chapter","status-publish","hentry"],"part":798,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/809","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":15,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/809\/revisions"}],"predecessor-version":[{"id":3370,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/809\/revisions\/3370"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/798"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/809\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=809"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=809"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=809"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=809"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}