The Roots of Anxiety
No matter how “scientific,” no matter even how many insights it produces, an appraisal that focuses on “potential,” on “personality,” on “promise”—on anything that is not proven and provable performance—is an abuse.
—Peter Drucker, often called the “most important managment thinker of our time.”
Enter the fast heartbeat. Despite the fact that so many of us have experienced performance appraisals for years—often on both sides of the desk—even asking about them usually brings grimaces. Whether appraisals are glowing or, more frequently, just non-events, both supervisors and their staffs alike tend to frame them negatively, conjuring up images of “being called to the principal’s office,” “getting hit with a bad surprise,” ...