Sunday, April 11, 2010

Do you call yourself an good manager?

The good news is that none of this is the way things have to be. The one-sided, boss-dominated performance review needs to be replaced by a straight-talking relationship where the focus is on results, not personality, and where the boss is held accountable for the success of the subordinate (instead of just using the performance review to blame the subordinate for any problems they're having).

The WSJ article by Samuel A. Culbert brings some straight talk into one the most common activity in corporate America. Performance review's ubiquity as a management practice is its biggest resistance against change but also the biggest reason to try and change it.

Posted via web from Staysmall's posterous