Susan Battley

Author Archives

  • How to Master the Annual Performance Review: Five Winning Tactics

    By Susan Battley

    Great leaders and organizations keep talented employees motivated and aligned with their strategic business goals. Evaluation, feedback, and continuous adaptation to new circumstances and opportunities are critical to success at every level and function. They are also essential to keeping your star performers, those who constantly strive to extend their career accomplishments and potential.

    Yet when it actually comes to conducting annual employee reviews, I frequently hear managers express skepticism, concern or outright distress.

    Do any of these statements sound familiar?

    * “I know good performance when I see it. I don’t need to write everything down.”
    * “They’re either unnecessary because the person is great on- the-job, or difficult and painful because the person isn’t.”
    * “I am conscientious about doing them, but I could probably do a better job.”

    Evidence, not paperwork, should inform your employee reviews.

    In my experience, five tactics in particular can help you go beyond the administrative aspects of performance reviews to supercharge your employees’ motivational drivers, loyalty and productivity.

    But first, a brief refresher to set the stage.

    Benefits of the Annual Employee Review

    *Assess individual employee performance and accomplishments
    *Determine motivational rewards such as compensation increase, bonus, and promotion
    *Identify high-potential talent for accelerated development
    *Address any employee performance issues in need of corrective action
    *Inform employee goal-setting for the coming year
    *Check that job descriptions and duties remain aligned with business and operational needs* Maintain a performance-based culture and meritocracy
    *Document the evaluation and decisions made for management and the organization

    The annual review should be a summation, not a standalone, once-yearly activity. Sadly, though, I routinely hear professionals, including middle managers and senior executives, tell me that they have not had a meaningful performance review from their boss in years. Comments such as these suggest that their company or organization is seriously under-managing its portfolio of talent assets.

    Here is how you and your organization can avoid a similar fate.

    Five Tactics for Conducting Winning Performance Reviews

    1. Preparation. Effective reviews are evidence-based reviews. The more prepared you are in terms of relevant data and key message points, the more effective you will be when you meet one-on-one with each of your direct reports. Verify in advance that the employee performance information you have on an employee is current and complete.

    Action Step: Prepare and rehearse for best results. Schedule sufficient time for each review session.

    2. Clarity. Effective performance appraisals are clear and transparent to all parties concerned. This means that the overall performance appraisal process needs to be well-defined:

    * Employees fully under stand how the process works
    * Job accountabilities and performance goals are specified in detail
    * Employees understand what constitutes Outstanding, Satisfactory, and Unsatisfactory performance levels

    Action Step: Begin the review session with a brief overview of the process and its purpose in order to set the context. Be prepared to answer clarifying questions.

    3. Accuracy. When performance metrics and expectations are well-defined, your assessment as a manager can be straightforward and objective, not impressionistic and subjective. Attention to detail shows that you have been paying attention.

    Accuracy also means that you have weighted – and evaluated – key activities according to previously agreed-upon performance goals and priorities.

    Action Step: Ground your assessment in relevant, specific evidence and examples. Where possible, use statistics to capture successes, progress indicators, and any performance deficits.

    4. Fairness. Your ability to impact and inspire your direct reports during this milestone review can ultimately succeed or fail based on whether they perceive your appraisal to be fair. Research shows that when feedback involves negative or poor reviews, the recipient is more likely to accept and act on the information if he or she regards the process and rationale as fair. Ask yourself: are you weighing this person’s actual performance or rationalizing your evaluation on the basis of personal bias or office politics?

    Fairness also involves consistency. Your evaluation standards should be consistent from person to person. Remember, everyone talks, brags, and complains at work. Your appraisal should not just be fair in fact; it should be perceived as fair.

    Action Step: Keep perceived fairness in mind in drafting and delivering your appraisals.

    5. Follow-Through. While annual reviews look at past performance, they also bear on the employee’s present and future. Rewards such as bonuses and promotions and promises involving follow-up sessions or resource allocation need to materialize in a timely fashion. Agreements involving behavior change or performance requirements need to be monitored and reviewed.

    Action Step: Hold yourself accountable for delivering on rewards and commitments and monitoring any employee change efforts going forward.

    Yes, it is a crazy-busy workplace. All the more reason for leaders to remember – and remind all those with supervisory responsibility – just how important employee performance management is to the organization’s vitality and competitive advantage. Of course, the most powerful way to do this is to lead by example. Show by your own attitudes and actions that you take the annual performance review seriously and you model the behavior that your direct reports will heed and seek to emulate.

    Copyright © Susan Battley. All rights reserved.

  • Vacation – Work Balancing Act: Success Tips

    (New York Metro) – While two out of three adults plan to take a vacation this summer, according to a recent Harris Poll, getting out of the office can be especially challenging this year.  Downsizing means there are fewer people to cover for those on vacation, and technology can make it difficult to disconnect completely from workplace responsibilities and stress.

    How can Americans refresh amidst all the stress in their professional and personal lives?

    Internationally renowned psychologist, Dr. Susan Battley, who advises world-class professionals and organizations on maximizing their performance and talent potential, says that planning and the right mindset are important before, during and after your vacation.

    Battley says, “First, recognize that vacations have tremendous work-related benefits in making you more productive and creative.  They also improve your mood and decision-quality. You should not feel guilty about taking time off that you’ve earned.” 
    Furthermore,

    * Recharging mentally and physically is what top athletes do between competitions.  Take a lesson from their playbooks.
    * In these challenging economic times, making winning decisions is critical to ongoing career success.  
    * Enlightened bosses encourage their people to take vacations because they want a high-performing workforce.  So they need to lead by example and take vacation themselves.

    Dr. Battley’s Smart Vacation Planning Tips

    1. Before You Leave the Office

    – Arrange coverage and brief others on important issues, especially your boss. 
    – Clarify expectations about your availability and accessibility while away.
    – Don’t over-commit on pending projects.

    2. While On Vacation

    –  Disconnect “TO” something, not “FROM” something. Apply the principles of attraction to vacation planning. Select a locale or activity that has real interest for you: Strong attraction neutralizes work distraction.  Examples: family trip, re-connecting  with friends, volunteer work.
    –  Set a vacation time period that works for you.  Many people now opt for briefer vacations that allow them to disconnect and relax fully rather than longer vacations where work piles up in their absence.
    –  Use technology wisely. If you do need to touch base with the office, try to arrange a fixed time that it is convenient for you.

    3. Returning From Vacation

    – Schedule a “Bridge” work day. Give yourself a day to “sneak” back to work before your official return date. This will allow you to get caught up before the usual work demands hit your calendar.
    – Thank those who covered for you.
    – Implement new ideas you came up with when your mind roamed free.

    “In these uncertain times, it’s more important than ever for people to feel a sense of control, “ says Battley.  “Vacation time should be a time of control and choice, even if it’s to do absolutely nothing at all!”
    —-
    Contact Info: Susan Battley, PsyD, PhD is a leadership psychologist, author and adviser to world-class CEOs and organizations.   Her expertise has been featured in numerous business and media outlets including The New York Times, Wall Street Journal, Business Week, Harvard Management Update,  CNN, CNBC, and NPR.  She is CEO and founder of Battley Performance Consulting based in metropolitan New York.  Full online media kit is available at:  www.SusanBattley.com ###

  • When Are You At Your Best?

    By Susan Battley

    Here’s a million-dollar question to add to your repertoire:

    When are you at your best?

    Now I’m not referring to the time of day, but rather to situations, tasks and activities that align your professional talents with your career passions.

    Guess what? Very few people tell me, “I’m at my best at meetings.” And except for early-stage job hunters, I almost never hear, “I’m at my best in a crisis.” Indeed, anyone who’s been in the workplace for any time knows that it’s almost impossible to be your best in a crisis.

    This is not a superficial question. In fact, it’s what I call a core best practice question, intended to prompt reflection and strategic analysis. Kevin Roberts, the global CEO of Saatchi and Saatchi, passed it along to me some years ago.

    How would you answer this question for yourself? Athletes talk about being “in the zone.” Psychologists speak of “flow states.”

    For example:

    • Those with a creative orientation may say they love to develop new products… or theories.
    • Analytical types often delight in solving big, thorny problems.
    • Great salespeople love to influence others.

    Sometimes, people assume I’m asking them to describe their current role and responsibilities, but I’m not.  Rather, I’m interested in learning about what really fires them up. Then we can look at how their true professional interests and aspirations intersect with their actual work position and activities.

    Do they intersect? And if (hopefully) they do, on a day-to-day basis how often does the person – do you – have a chance to operate in this sweet spot?

    The greater and more sustained the intersection, the greater your satisfaction and enduring success.

    Action Steps

    • Ask yourself:  When are you at your very best? Has this changed over time or circumstances? Are you able to be your “best” on a regular basis?
    • Ask those you supervise:  When are they at their very best? Do they know? Do their opinions coincide with your own assessments?

    To do great work and to deploy your organization’s talent to maximum advantage, you need to have the answers at your finger tips and act on them.

    Copyright © Susan Battley, PsyD, PhD. All rights reserved.

  • How We Really Make Decisions

    By Susan Battley

    “The strong man is the one who is able to intercept at will the communication between the senses and the mind.”
    – Napoleon Bonaparte

    Most executives like to think they check their emotions at the door before making business decisions. The idea that cool, rational analysis breeds better decisions is not new. Unfortunately, acting rationally is not as simple as it sounds.

    Research in behavioral economics suggests that emotions have a way of affecting management and business decisions. Anger, in particular, can increase risky choices and behavior, thereby compromising your effectiveness and results at work.

    Research by Gerben A. van Kleef suggests that anger can have a negative effect on negotiations. Angry people tend to yield more concessions in small deals with strangers. Anger can also poison negotiations in ongoing relationships by establishing long-term negative impressions and low satisfaction levels. The conclusions make intuitive sense.

    Have you ever seen a patron at a retail store argue with a clerk over the price of a returned item? In many cases, the angry patron will simply accept the lower price and storm off rather than continue the argument. And when management and union representatives snipe at each other in the newspapers before the talks begin, you can expect difficult negotiations.

    When research backs up intuition, executives should take note: Expressing anger may get you what you want in the short-term, but it can backfire by sabotaging long-term, ongoing relationships. In other words, bellicosity is a poor management technique and a high-risk approach to conducting business.

    Social psychologists at Carnegie Mellon University have shown that people who are angry tend to make more optimistic risk estimates and lean toward choices that carry higher risk.  These investigators also examined fear and subsequent decisionmaking in unrelated situations. Unlike anger, which prompted more optimistic risk assessment and greater risk-taking, they discovered that the “fear factor” made people risk-averse and overly cautious in unrelated contexts.

    In another study the researchers looked at two more emotions – sadness and disgust – and people’s subsequent buying and selling behavior.

    People who felt sad or disgusted, they found, tended to allow these emotions to affect buying and selling decisions in an unrelated situation. Sadness elicited a desire to change circumstances. As a result, sad people were willing to pay more for items and sell them for less.

    Disgust, on the other hand, caused people to want to get rid of what they had. They were willing to sell cheap, and they wouldn’t buy unless prices were very low.

    Consider the implications of these findings for everything from impulse shopping and sales tactics to major business negotiations and transactions.

    Copyright © Susan Battley, PsyD, PhD. All rights reserved.

  • How to Manage a “Lone Ranger”

    By Susan Battley

    A while back, a client mentioned her ongoing frustration with a member of her group. “How can I turn a lone ranger into a team player?” she asked me.

    We launched into a detailed exploration of case specifics after which she took away several next-step options.

    Despite both the realities and “management-speak” about teams and teamwork, “Lone Rangers” will always be with us …and that’s definitely not a bad thing.

    Here are some general points to consider in managing “Lone Rangers” effectively.

    First, Lone Rangers come in various manifestations. Three common types you’re likely to encounter are:

    The SUPERSTAR or rainmaker: a great producer or exceptionally talented performer who sees no benefit in interacting with the rest of the work group or division.

    The TECHNOCRAT or “geek”: a person who finds great satisfaction in completing technical tasks and problem-solving, but has little personal interest in interacting with others.

    The “IMPOSTER”: a person who worries – correctly or not – that he or she is underperforming or may not be the right person for the job, and stays at the periphery as an avoidant strategy.

    Five Tips for Managing a Lone Ranger

    # 1 Selection is critical.
    You should know if the person you’re hiring is a Lone Ranger before you make an offer. This allows you to determine how much of an “outlier” he or she will likely be in the work group. Too often, what is presented as a retention issue with Lone Rangers was really a selection issue.

    Action Tip
    Probe a candidate’s team experience and orientation with specific interview questions. Consider using some scientifically robust behavioral assessments as part of the selection process.

    # 2 Clarify what “team player” means functionally.
    Organizations and businesses have different concepts and requirements for teamwork. Some so-called teams are really work groups, not cross-functional teams. Does “teamwork” mean attending meetings, or does it mean quick seamless cooperation, as between the Sales and Technical Service Departments?

    Action Tip
    If a star system is part of your organization’s culture and value system, it may be necessary to remind all staff from time to time of the bottom-line benefits that Lone Rangers bring to the enterprise.

    # 3 Discuss the situation one-on-one.
    Don’t assume that your Lone Ranger realizes that he or she is behaving in a certain way, or realizes the impact of that behavior on the group, team or department.

    Action Tip
    Arrange an informal private meeting to review job expectations and requirements. Take a collaborative problem-solving approach as a first step. Get the Lone Ranger’s perspective. Agree on a follow-up date to review the situation. Don’t wait until the annual performance review to bring these issues up.

    # 4 Make sure your Lone Ranger is not just very shy or uncertain of his or her communication skills.
    See #3 above.

    Action Tip
    These are issues that can often be improved with an appropriate skill development plan.

    # 5 Put Lone Rangers in charge of something.
    Find out what they’re passionate about, and use this information to draw them into the fold. This is a low-key, highly effective way to engage people.

    Action Tip
    Ask Lone Rangers to mentor someone, represent the company at a fundraiser, give an in-house workshop, etc.

    Copyright © Susan Battley. All rights reserved.

  • The Perils of Busy-ness

    By Susan Battley

    From what I observe, unproductive busyness may be the most critical behavioral problem in organizations today. A common complaint I hear from leaders and managers involves the proliferation of low-value tasks and activities.

    In fact, a recent survey of 9,000+ executives indicated that decision makers worldwide are experiencing more distractions from core strategic focus.

    Why do so many smart, talented people end up losing valuable time and energy, rather than acting in truly productive ways? Because everyday managerial work is hazardous to focus. Days are full of interruptions and unexpected demands on time. Meetings can proliferate like viruses. Automatic routines and rituals, poorly prioritized or unfocused tasks, and superficial behaviors sap managers’ capacities.

    I frequently see low-value activities squeezing out problems and issues that are much more crucial to achieving bottom-line results. Leaders, senior managers, and board members too wind up postponing complex “big picture” issues, instead spending their most precious resource – time – on putting out fires and attending to squeaky wheels.

    Solution

    One way to get a grip on unproductive busyness is to apply the 80/20 Rule. Based on the Pareto Principle (1906), a mathematical formula Italian economist Pareto created showing that twenty percent of the people owned eighty percent of the wealth, the 80/20 Rule was subsequently confirmed in a wide range of studies and contexts.

    It’s sometimes called the Rule of the Vital Few and Trivial Many: the impact of a vital few factors surpasses the importance of the rest of the factors, the trivial many. For example, 80 percent of your revenues comes from 20 percent of your customers. In other words, 80 percent of your results can be attributed to 20 percent of all possible factors.

    Eighty percent of your time and energy should be devoted to the top 20 percent of activities that constitute highest value and priority. Can you say you’re doing this now? (Be honest.)

    Of course, applying the 80/20 Rule presupposes that you have control over your schedule. In reality, this is often not the case. But I’ll bet you can do a much better job of time allocation than you’re doing now.

    • First, you need to be purposeful and identify very clearly what your top 20 percent consists of. You also need to have key stakeholders and implementers agree that these activities are indeed top priority.
    • Second, if something has to take a back seat or not get done, be sure it’s not part of this 20 percent.
    • Third, spend 20 percent of your time on the other 80 percent of your workload. Amazingly, you’ll get the “trivial many” done well enough.

    Eliminate unproductive busyness. Clearly identify and focus on your top 20 percent. Do this organization-wide and you’re sure to achieve greater overall productivity and efficiency, to say nothing of increased creativity and employee satisfaction.

    Copyright © Susan Battley, PsyD, PhD. All rights reserved.

  • Five Ways to Sink a Meeting

    By Susan Battley

    We’ve all had to sit through meetings that could bore the bumps off a dill pickle.

    More than 10 million meetings occur every day in America, and the average professional attends about 60 every month. Studies suggest that at least one-third of those meetings are unproductive. But they don’t have to be.

    If you value your time and the time of the people who work for and with you, consider the following five meeting threats and take steps to avoid them:

    1. “Potemkin” Tactics
    General Potemkin, Catherine the Great’s military leader, erected phony villages to mislead an invading enemy.  Too often, meetings that purport to be substantive turn out to be just window dressing, or address issues not relevant to the people invited. Using “Potemkin” tactics is a sure way to lose the confidence and trust of attendees, who cotton on to the deception soon enough.

    What You Can Do
    Communicate the meeting’s agenda and goals completely and accurately ahead of time. This will help ensure that the right people attend the meeting, and come with reasonable expectations.

    2. MIA Sessions
    When people critical to advancing the meeting are “missing in action,” you have a MIA session. This can delay decisions and in many cases lead to the ultimate time-waster – scheduling a second meeting to tackle the same issues as the first.

    What You Can Do
    Identify everybody who needs to be present in order to accomplish the goals of the meeting. In many cases this may involve additional people beyond the regular cast of characters.  If you cannot accomplish the meeting goals because key players are unavailable, reschedule or cancel the meeting.

    3. Hijackers
    When one or more attendees seizes control of the agenda or monopolizes the group’s time, your meeting has been hijacked. Tactics can be overt or subtle, as in “This will only take a minute.”

    What You Can Do
    Stop the hijacking before it starts. Once a meeting is hijacked, it may just take the Green Berets to regain control. Instead, make agenda items and time limits clear from the start, then enforce these rules early and often.  What if the top gun is responsible for the meeting deviation? Then you’ve been rerouted, not hijacked.

    4. Techno-Fog
    When meeting attendees are busy with mobile phones, PDAs, or laptops and give speakers only part of their attention, a cloud of techno-fog has rolled in. Holding productive meetings in this kind of climate is difficult because interruptions and multitasking compromise memory, information processing and decision making. It’s also rude.

    What You Can Do
    Clear the fog by laying down the law. Whenever possible, adopt a zero-tolerance policy toward electronic devices. This will increase the quality of attendees’ attention and can also lead to shorter meetings. Consider too that if you don’t need everyone’s full attention, why hold the meeting in the first place?

    5. SOP Meetings
    When meetings occur too frequently or always use the same format, they can become SOP, or Standard Operating Procedure. Meetings that in actuality are rituals – all form and little substance – add little or no value. Quite the contrary, they consume valuable and, in the case of time, nonrenewable resources.

    What You Can Do
    Perform a “meeting audit” of all regularly scheduled meetings. This audit will determine: Whether you are meeting too often, whether the format is productive, and whether the right people are attending.

    Conclusion
    To get the most out of meetings, you should be sure that the meeting is necessary, then structure the format, agenda, and attendee list to support the meeting’s goals.  Remember too that meeting norms, such as arriving on time, paying full attention, keeping discussion on target and on track, get established one way or another – either by conscious intent and influence or haphazardly.

    Copyright © Susan Battley. All rights reserved.

  • Do You Look the Part?

    By Susan Battley

    Recently, the chief executive officer of a Fortune 50 company had to deliver very tough news about the company’s performance and prospects. At an internationally televised event, he delivered a detailed corrective plan that included major layoffs over the next years. And I do mean detailed. He read page after page of his presentation, seldom looking at the standing-room only audience.

    To be sure, his was an unenviable job. But when he said the words “I am fully confident…,” they just did not ring true. He was going through the motions of reading a scripted message. No eye contact, flat tone, hunched posture. His non-verbal behavior completely contradicted what he was saying. This leader certainly wasn’t ready for his close-up.

    When it comes to important communications, do you “look the part”?

    People look for congruence and consistency between what you’re saying and how you’re saying it. They want to be looked in the eye. Whether you’re on network television or speaking before a small group of clients or sponsors, you need to master a “whole person” range of communication skills to be effective.

    Research confirms that people make almost instantaneous inferences about a person’s competence based on his or her looks. The good news is that you can use this information to your advantage.

    Here’s What You Can Do

    • Be sure to maximize first impressions. This means dressing and projecting the appropriate image.
    • Practice your material until you know it well. You don’t need to memorize it, but you should be able to tick off your key points without notes.
    • Videotape yourself and review it with someone who will give you frank and helpful feedback.
    • Consider getting professional coaching on platform skills and media training. (Some years back I did, and found the experience a valuable investment.)

    Being fully prepared nowadays means more than knowing your material. You must deliver the “whole person” communications package or risk striking out.

    Copyright © Susan Battley, PsyD, PhD. All rights reserved.

  • Dr. Susan Battley Contributor in New University Press Handbook

    STONY BROOK, NY, February 2, 2009 –  Dr. Susan Battley has been chosen a contributing author in the upcoming Handbook of Lifelong Learning to be published by the Oxford University Press (OUP).  Her chapter will focus on 360-degree feedback and executive coaching programs and benefits.  The volume editor is Dr. Manuel London.  The Handbook of Lifelong Learning will part of OUP’s Library of Psychology Series. 

    Dr. Battley is an internationally recognized expert on leadership effectiveness and strategic change management.  She is the author of Coached to Lead:  How to Achieve Extraordinary Results with an Executive Coach, the first consumer’s guide to executive coaching.  Her articles have appeared in both business and academic publications.  She is the founder and CEO of Battley Performance Consulting, Inc., a firm specializing in executive and organization effectiveness.

    Dr. London, who was selected by Oxford University Press to edit this landmark volume,  is known worldwide for his research and publications on performance management, adult learning and organization behavior.  He is Professor of Management and Organization Behavior at the State University of New York at Stony Brook.  Dr. London serves as a special consultant to Battley Performance Consulting.

    Contact:  Jennifer Rai, Coordinator, Battley Performance Consulting; Ph 631.615.7920; Info@BattleyInc.com

    ###

  • The “Invisible” Productivity Solution…Sleep!

    By Susan Battley

    There’s something more than a little discouraging about presenting to a room full of yawning professionals at 8.30 AM. And especially if the topic is executive productivity. So, finding myself in this situation, I started off by polling the group on how many hours of sleep they typically got a night. No one admitted to more than seven hours. Some claimed they got by very well on five hours. But the yawns and lack of energy in the room told another story. This was a seriously sleep-deprived group.

    Let’s look at some basic truths. No one can perform at peak levels without adequate sleep. And getting sufficient sleep is one of the most powerful ways to insure that you are mentally sharp, even-tempered, and stress resilient.