One of the more ironic traditional command and control rituals are the often dreaded and peculiarly counter-productive annual performance reviews. Thriving teams practice the opposite, and get opposite results. They have quarterly engagement conversations structured by good questions like:
- What have we each achieved this last quarter and what strengths supported that?
- What did we learn from the results and feedback we received?
- What do each of us most want to contribute in this upcoming quarter?
- What kinds of acting on agreement did we observe in others and ourselves?
- What new agreements or agreement revisions do we want to propose?
- What feedback in the upcoming quarter do we each want, when and how?