WEBVTT - Nail your year-end review

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<v Speaker 1>Welcome to Before Breakfast, a production of I Heart Radio.

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<v Speaker 1>Good Morning, This is Laura. Welcome to the Before Breakfast podcast.

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<v Speaker 1>We're coming into the fourth quarter of the year, and

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<v Speaker 1>today's tip is about how to make sure your end

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<v Speaker 1>of view review is a fabulous one. Now. I know

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<v Speaker 1>that a number of organizations are reforming the annual review process,

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<v Speaker 1>and for good reason, Everyone and younger workers in particular,

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<v Speaker 1>once frequent feedback. No one should have to wait until

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<v Speaker 1>November or December to figure out how they're doing and

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<v Speaker 1>to have a meaningful conversation about career progress. I also

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<v Speaker 1>have doubts about how meaningful an annual conversation can be,

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<v Speaker 1>since people have short memories. A big wins scored in

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<v Speaker 1>February has much less effect on an annual review than

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<v Speaker 1>a big win or a big mistake made in October

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<v Speaker 1>or November. In practice, an annual review is often a

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<v Speaker 1>thirty day review masquerading as something more comprehensive. However, I

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<v Speaker 1>know many organizations are sticking with the annual review process,

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<v Speaker 1>and if this includes yours, then you have a great

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<v Speaker 1>opportunity over the next few weeks to shape the narrative.

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<v Speaker 1>Here's how you can do this. First, Remember that everyone

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<v Speaker 1>likes numbers, even when misused. Numbers seem to make an

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<v Speaker 1>objective case. So look back over the past year and

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<v Speaker 1>see what numbers you can generate to show your impact.

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<v Speaker 1>Maybe you launched a new section on your company's website

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<v Speaker 1>and traffic is indeed up. The scientists among us might

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<v Speaker 1>not that correlation is not causation, but for your purposes,

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<v Speaker 1>this is a rise worth noting. Maybe in April you

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<v Speaker 1>killed a recurring meeting that wasn't accomplishing anything. Figure out

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<v Speaker 1>how much money this has saved your company over the year.

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<v Speaker 1>Five highly paid people's salaries for an hour a week

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<v Speaker 1>over seven months adds up. Maybe you've managed to keep

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<v Speaker 1>everyone on your team working with you all a year.

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<v Speaker 1>This annual retention rate has prevented all kinds of turnover costs,

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<v Speaker 1>costs you might be able to quantify by looking at

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<v Speaker 1>other teams, So highlight this too. Even people who aren't

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<v Speaker 1>directly in charge of P and L can show numerical

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<v Speaker 1>impact if they try second, collect testimonials and feedback. Ideally,

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<v Speaker 1>your manager is doing this simultaneously, and she's talking with

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<v Speaker 1>everyone you work with to see what they think you're

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<v Speaker 1>excelling at and what you can improve upon. But no

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<v Speaker 1>one will do us through a job as you will,

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<v Speaker 1>and most managers aren't going to have these conversations until

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<v Speaker 1>right before the deadline. So go ahead and talk to

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<v Speaker 1>people now ahead of schedule and first. Candid conversations are

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<v Speaker 1>good in general at any point made wouldn't it be

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<v Speaker 1>great to learn that the team member who seems to

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<v Speaker 1>never respond to your emails would much prefer to communicate

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<v Speaker 1>via text. Well, now you know, even if this has

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<v Speaker 1>little to do with your actual performance. But the real

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<v Speaker 1>upside is that if you're talking with everyone before they

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<v Speaker 1>officially provide three hundred sixty degree feedback, you can shape

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<v Speaker 1>the narrative. The sad truth is that most of us

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<v Speaker 1>are stuck in our own little worlds. We aren't thinking

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<v Speaker 1>that much about other people until we're forced to cough

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<v Speaker 1>something up. If you nudge that process along, you can

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<v Speaker 1>remind people of what's awesome about you, or at least

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<v Speaker 1>what you'd like the powers that be to know, third

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<v Speaker 1>solve any glaring problems. I'd like to think we're all

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<v Speaker 1>aware of our weaknesses, but sometimes we aren't, and sometimes

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<v Speaker 1>we don't think these weaknesses matter as much as other

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<v Speaker 1>people think they do, and maybe your conversations with team

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<v Speaker 1>members will surface issues that are hindering productivity. If you

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<v Speaker 1>think about these issues now, you can address them in

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<v Speaker 1>the window before your annual review. Perhaps a team member

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<v Speaker 1>mentions that your habit of starting and ending meetings late

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<v Speaker 1>is interfering with her ability to schedule things afterwards. Not

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<v Speaker 1>ten minutes isn't a huge deal in the grand scheme

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<v Speaker 1>of things. But here's the thing. And generally positive performance reviews,

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<v Speaker 1>people tend to seize on small problems just to show

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<v Speaker 1>their being thorough. Rather than be upset about this, you

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<v Speaker 1>can do something about any small complaints you learn about

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<v Speaker 1>in the next few weeks. If you can show progress

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<v Speaker 1>that you are addressing these issues, that's a much better

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<v Speaker 1>story than just sticking your head in the sand. Finally,

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<v Speaker 1>figure out what you'd like to ask for. While managers

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<v Speaker 1>are supposed to be thinking about your career progress and

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<v Speaker 1>your compensation, they can't know exactly what you'd like if

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<v Speaker 1>you don't tell them so. If you'd like to be

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<v Speaker 1>promoted in the next year, say so. If you'd like

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<v Speaker 1>to get a larger raise, well, ask what you'd need

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<v Speaker 1>to do for your manager to be comfortable with that

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<v Speaker 1>propose some ideas. Everyone loves solutions, so make sure you

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<v Speaker 1>have several options brainstormed ahead of time. If you do

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<v Speaker 1>these steps, there's a good chance you'll have your best

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<v Speaker 1>review ever. So if you're coming up on an annual review,

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<v Speaker 1>spend some time today generating numbers, having conversations, and brainstorming

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<v Speaker 1>future possibilities. In the meantime, this is Laura. Thanks for listening,

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<v Speaker 1>and here's to making the most of our time. Hey, everybody,

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<v Speaker 1>I'd love to hear from you. You can send me

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<v Speaker 1>your tips, your questions, or anything else. Just connect with

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<v Speaker 1>me on Twitter, Facebook and Instagram at Before Breakfast pod

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<v Speaker 1>that's B the number four, then Breakfast p o D.

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<v Speaker 1>You can also shoot me an email at Before Breakfast

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<v Speaker 1>podcast at iHeart media dot com. That Before Breakfast is

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<v Speaker 1>spelled out with all the letters. Thanks so much, I

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<v Speaker 1>look forward to staying in touch. Before Breakfast is a

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<v Speaker 1>production of I Heart Radio. For more podcasts from I

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<v Speaker 1>heart Radio, visit the i heart Radio app, Apple Podcasts,

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<v Speaker 1>or wherever you listen to your favorite shows. H