Life is what happens when you’re writing performance reviews.
At least that’s the view of most managers I know. I’ve never met one who enjoyed the process.
Having been on both sides of the manager/managee divide, I get it: Performance reviews take big chunks of time to write and deliver. Time that could be spent fighting fires and conquering countries.
Although ‘people development’ (what these reviews are about, after all) should also make the list of time-spending priorities, somehow it loses out.
As a result, managers too often deliver slapdash performance reviews that range in content from a grunted ‘keep-doing-what-you’re-doing’ to a set of stream-of-consciousness impressions that would do James Joyce proud.
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