CHAPTER 9 Conversations for Performance Reviews

One of my early managers, Steve Merrill, set the standard for me by providing an excellent framework for our performance review conversations. When he hired me, he provided me with a written description of the key accountabilities for the work I was to do in my role—the kind of accountabilities we discussed in the previous chapter. The morning of the first day in my new role, he gave me a list, along with a schedule indicating that I would be meeting individually with each of the key stakeholders for my position. He asked me, in turn, to give each of them a copy of the key accountabilities for my role and to discuss the list with them. Steve wanted to ensure that each of the stakeholders in my new ...

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