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What should I as an employee do when my annual appraisal comes as a totally negative surprise?
Many organisations talk about the creation of an appropriate safety culture, but in practice, how is this addressed? Safety culture is fundamentally a subset of the organisational culture or ‘how we do things round here’. At Legitimate Leadership we believe that this is determined by how leaders within the organisation are motivated and behave.
Legitimate Leadership says that results don’t come from looking at the scoreboard and shouting for more! Results come from setting standards of individual contribution, giving the person the means and ability to achieve that contribution, and then raising the bar (of that contribution).
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Question of the Month
By Sean Hagger, Associate, Legitimate Leadership.
Question: What should I as an employee do when my annual appraisal comes as a totally negative surprise?
Answer: Never leave the room with any doubt as to the expectation required. In the short term this can feel rather over-the-top, but in my experience it is best to make sure you are working on the value-adding items that your line manager(s) have prioritised. Priorities change, people are not born good communicators, and the relationship with your line manager needs to be worked on like any relationship. If your line manager has not scheduled one-to-ones, then put them in yourself. Failing that, make sure you update him/her with your understanding of the expectations and priorities.
Use a 90-day cycle for writing your own value-adding deliverables and share them with your line manager. Ideally, this should be driven by the manager – but in the absence of that, it is up to you. Make sure you have at least three updates per year with your line manager on your performance – seek feedback and seek understanding.
Quite often, conscientious individuals will take on more and more work and they do this with entirely the right intent. They can often burn themselves out trying to please everyone. It is a very important skill to know where your limits are and provide that feedback up the chain.
It is perfectly okay to challenge with evidence if you feel the end-of-year appraisal hasn’t taken into consideration all your contributions from the year.
I stress Legitimate Leadership’s position is that the manager, not the employee, should be providing the clarity of expectation, and doing so regularly.
Article: If You Want Good Safety Culture, Focus On Your Leadership Practice
By Rachael Cowin, Associate, Legitimate Leadership.
Many organisations talk about the creation of an appropriate safety culture, but in practice, how is this addressed? Safety culture is fundamentally a subset of the organisational culture or ‘how we do things round here’. At Legitimate Leadership we believe that this is determined by how leaders within the organisation are motivated and behave. Indeed, it was the recognition that a safety problem was, in fact, a leadership problem that first brought the founder, Wendy Lambourne, to the model underpinning our work.
There are many connections between legitimate leaders and appropriate safety culture. Here are some of the key ones:
Video: How To Get World-Dominating Performance From Insignificant Improvements
COMMENT ON THIS VIDEO BY TONY FLANNIGAN, LEGITIMATE LEADERSHIP: Legitimate Leadership says that results don’t come from looking at the scoreboard and shouting for more! Results come from setting standards of individual contribution, giving the person the means and ability to achieve that contribution, and then raising the bar (of that contribution). Too often we convince ourselves that massive success requires massive actions – whether it is losing weight, building a business, writing a book, winning a championship, or achieving any other goal. We put too much pressure on ourselves to make some earth-shattering improvement that everyone will talk about. While improving by just 1% isn’t particularly notable – and in many instances isn’t even noticeable – it will be far more meaningful in the long run. Most of the significant things in life are not stand-alone events, but rather the sum of all the moments when we choose to do things 1% better. Equally, this works in reverse: if you accept an imperceptibly small deterioration in standards day after day, you will wonder why you end up in a place you do not want to be and have a mountain to climb to get back to acceptable performance. How do you get world-dominating performance? Answer: by setting standards and constantly raising the bar by tiny increments, each of which are insignificant in themselves.
OUR SUMMARY OF THIS VIDEO: The fate of British cycling changed in 2003. David Brailsford became the performance director. When he was hired, Britain had suffered nearly 100 years of mediocrity. Since 1908, British riders had won just a single gold medal at the Olympic Games. Also, in 110 years, no British rider had ever won the Tour de France.
Brailsford came in with a plan which he called the aggregation of marginal gains – a philosophy of searching for tiny margins of improvement in every single thing you do. He told his team that the idea was if you break down every single thing that goes into riding the bike, then improve it by 1%, you will get a significant improvement when you put all the improvements together.
Tiny improvements began. Bike seats were designed to be more comfortable. Riders wore electronically fitted shorts to maintain ideal muscle temperature when riding. New riding clothing was developed of lighter fabric.
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