You probably have quarterly check-ins and annual performance reviews with the people who report to you, in addition to your own cadence of one on ones. All of those interactions are intended to help your team members in their professional development and to ensure that their goals and the company’s goals are aligned. Typically, the questions asked include accomplishments since the last meeting, goals for the upcoming review period, and areas of improvement. We also always ask for examples of how the employee exemplified the company values, as it is crucial for us to put our company culture top of mind at all times. This format has worked pretty well in the past, but since it’s advisable to revisit your practices from time to time in order to identify opportunities for improvement, I’ve been thinking about additional, more granular questions to add. Here are a few ideas.
For the reviewee:
Why did you/didn’t you reach your goals?
This question refers to the tangible, measurable goals that were set. What you want to look for in the employee’s answer is their locus of control, which is absolutely vital to their success. If they haven’t achieved their goals, do they exclusively blame external factors (which, admittedly, can play a role) or do they take ownership of the things that they could have done differently?
What lessons did you learn last week/last quarter?
An engaged employee always strives to become better. Even when things didn’t pan out as planned, they still ensure that they learn from the experience.
What did you do last week/quarter to hone your craft?
Similarly, since you expect your team members to invest in their own professional development, you’ll want to include this question in your check-ins and reviews. Every person in your company has room to grow, and those who believe that they no longer have things to learn and improve on are probably not the ones who help your company grow and become the best place to work.
What are you willing to be held accountable for?
When setting goals for the next review period, you want to set a clear frame of accountability and responsibility. Goals have to be realistic but also ambitious. Similar to the “why did you/didn’t you reach your goals” question, the answer reveals how much of their achievements the team member perceives to be in their control. It’s also important to not just discuss top level goals, such as revenue generated, but also things like activity levels and pipeline, or development velocity and maximum number of fixes needed, depending on the role.
What are you willing to do to reach your goals?
You may augment the previous question with this one in order to understand what type of effort the employee is willing to make. For instance, if they’re not on track, are they open to coming in an hour earlier or stay an hour later to see if different times for sales calls render better results? Would they commit to taking a class in order to improve their skill set in a particular area?
How are your professional goals and the company’s goals aligned?
Employee engagement is a reflection of how the team member’s goals are in line with the company goals. Asking the question above helps you realize if the employee understands your organization’s goals and vision and if they perceive any misalignments with their own ambitions.
For the manager:
A one on one, quarterly check-in, or annual performance review should result in an agreement between the team member and their manager. It should never solely focus on the employee’s goals and responsibilities, but include the manager’s role in the success of the employee as well.
What am I willing to do to help my employee excel?
Since you’re asking the employee what they’re willing to do in order to be successful in their role, the manager should also be thinking about their level of commitment to the employee. Sharing with the team members what you’re willing to do to help them makes them feel supported and can reinforce their level of accountability. Can you commit to spending a certain amount of time every week helping them with their demos? Would you be willing to provide them a list of resources in order to improve a particular skill and then give feedback on their progress? Are you able to share some of the secrets of your own success or some of the lessons you’ve learned along the way? Contemplating the levels of your own commitment should be part of the conversation.
How are the employee’s professional goals and the company’s goals aligned? Where do you perceive a misalignment?
An honest discussion between the team member and the manager must include the topic of alignment. The manager should have a solid understanding of the direction of the company, goals, challenges, and opportunities. Should there be a perceived misalignment with regard to career trajectory or values, it’s best to have an open discussion in order to avoid assumptions, which are the killer of productive and positive relationships.
Check-ins in particular should always be a productive dialog between the manager and their team member, resulting in mutually agreed upon goals and action items and a commitment to hold up their respective ends of the bargain.
What about you? What questions would you recommend including?