A number of years ago, I was working with a team on a series of presentations across the organization. I was working for and we had 17 meetings over five weeks with 2500 participants. It was a pretty significant project. After the project was completed, I suggested that they review the project and develop a lessons learned document. This way, when they started the next series of meetings, they would have a reference. We all talked about the lessons learned, so they did. As I started to flip through the document, I said, "Boy oh boy, you guys really screwed this up, didn't you?" They kind of looked at me because this had been a huge success. Everyone was talking about the series of events and how great and powerful they were. They were excited to work in the organization, etc. They're looking at me like, "Well, what are you talking about, Bill?" Because I had been very complimentary of the team up until that point. Well, based on this summer, you guys really screwed up. Apparently, you didn't do anything right. The reality is, lessons learned are not just what we did wrong. Lessons learned also include what we did right, the things we want to repeat. Because if you focus all your attention on fixing what you could have done better and don't entrench the great things that made you successful into an intentional experience, then you're so busy trying to fix something that you forget to repeat the good things. You must also identify the things you learned that made you successful. Because if you don't identify the things that made you successful, how will you know to repeat them next time? So when you are evaluating your own actions, make sure that you also take time to recognize what...
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Click to Learn How To Read Employee Self- Evaluations Learn to do self- evaluation interviews better when your managers are ready to implement these simple tips. Free Download: How To Read Employee Self- Evaluations Get the key components you need to run your next performance review on our new free book, Learn to Self-Review for Performance Management. Learn to do self- evaluation interviews better when your managers are ready to implement these simple tips. FREE DOWNLOAD: 4 Tips for Running a Self Exam For Your Next Performance Review Read Your Employee Self- Evaluations You have to keep up with your customer's requirements, they will be different from the next time they call. A good performance review starts with the process of looking at your employees' results and their attitudes toward their work. Customer's Feedback Once you've established that you have a good relationship with your customers, you should focus on how you can improve your work. Review your company policies and procedures, so you're aware of the areas where you can improve on the current work. You could start with your employees who work closely with your customer: sales, procurement, customer service, support, or technical staff. Look at your customer's requirements: — What do they want, and how will you achieve their vision? (i.e. “We want to offer more value to customers.”) — What are their barriers? — The problems they face daily or week, what is their perception of the problems? — What do they need, and where do they spend their efforts? Once you're aware of how to improve for your customer, review other areas where there are weaknesses. This won't be long before you realize how your performance has improved. Read Your Employee Self- Evaluations You have work to do when you're in the office and on the phone. As your manager is reviewing, you should focus on helping to answer one of three questions: 1- What is the right question? 2- What answer will give you the best result? 3- What is the most effective question? These three questions help you figure out how to make the best possible impact. After you review how you answered these questions at previous positions — as manager, director, supervisor or as a staff member, you should re-evaluate: The importance of that area of the business (i.e. “Our company provides exceptional quality, service and value.
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