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A
s organizations gear up for another performance review cycle, a crucial gap becomes clear: despite spending billions annually on management training, organizations still put managers in high-stakes performance conversations with little opportunity to practice. This ‘practice paradox’ highlights how unprepared managers are for one of their most important responsibi
ies. While in the best-case scenario, feedback has been an ongoing conversation through the year. Too often, the annual review model is just that, annual – Asking managers to synthesize months of performance data and deliver meaningful feedback in high-pressure conversations that happen just once a year. These intensive conversations are rife