Select Page

We are back with Part Three of “What Exactly Does a Management Consultant Do?” Here are the twelfth through fourteenth things I teach management teams and make it worth your business’ money and time to use my services.

12) Instruct management teams to abolish the annual performance review.

This is one of the more daring topics I teach management teams. Annual performance reviews tend to induce large amounts of stress and anxiety in people. In the employee’s mind, there could be a plethora of potentially disciplinary information the management team wants to share with the employee in those meetings, making it an immediate source of very real fear for the employee. What I recommend instead of the annual reviews is something simple: Give performance reviews in each moment. If there is a need to address a particular action or behavior in an employee, do not wait until it magically disappears. You have to take action, confront the employee, and then, this is imperative, encourage that employee with positive reinforcement to do what is correct and according to policy. Then, follow up with them. Tell them when you see they have acted according to your wishes.

13) Relay to leadership how to help each employee grow how they want to grow.

The desire to professionally develop oneself tends to subside once someone gets the job position he/she desires. However, when the dust has settled, an employee will begin to wonder, “How can I move up from here?” This is where professional development comes into play as a long-term mindset instead of sending employees to, say, workshops on growing as a professional here and there. As a manager, I will teach you have to have one-on-one professional development meetings with each of your employees, while helping you to achieve greater efficiency long-term, providing you with more free time to complete higher level tasks. It will also show the employee that they are cared for intimately by their company, giving them the charge to do better work and potentially inform your management team of skills or experience the employee has or is developing that could be used for the company’s benefit in the future that management would have otherwise never known.

14) Show leadership teams that they need to not only create plans of action, but also engage with employees about their pieces to the puzzle and how valuable they each are.

As a management consultant, I consider it my duty and charge to show companies how to inspire proactive action in their employees. To do this, I show management teams how to celebrate each employee’s work in front of others so that they shine and feel appreciated and seen. I show management teams how to make each employee feel like their work–or rather, their “piece to the greater puzzle” that is the company itself–is special, needed, and rewarded.

Do you have any challenges to my methods? Any questions or new ideas inspired by reading this blog? Tweet me @RickHevier to continue the conversation!