Supervisory Leadership

Site Map About Wally Bock Media Center Speeches & Training
Home Page
Articles
Book Reviews
Newsletter
Questions
Got a Question or Comment?
 
 
Wally Bock Answers Your
Supervisory Leadership Question

What do you do if you think your boss has given you an unfavorable review?

What do you do if you think your boss has given you an unfavorable review?

To answer your question, let's begin with what the performance evaluation process should look like. When I train folks in how to do this, I tell them there are two key points

  • The evaluation should follow whatever procedure the organization has in place.
  • There should be no surprises on either side.

If you've gotten an unfavorable review, your options may be limited by your organization's policy. You're going to have to comply with them, even if you're seeking other remedies in the meantime.

You also have to begin work to assure that this doesn't happen again. Most often, when there are surprises at evaluation time, it means that the boss and subordinate haven't communicated enough about behavior/performance during the evaluation period. Well, if the mountain won't come to you, you're going to have to go to the mountain.

Begin to initiate the kind of frequent contact that offers you the opportunity to communicate with your boss on performance issues. That will also give him or her opportunities to communicate with you.

That leaves the question about immediate action to take to put things right which go beyond your organization's process. What you do there will depend a lot on your boss, your relationship with your boss, and both of your individual styles.

In some cases you'll be able to go in, sit down and say, "Boss, I don't think this is right." In other situations that same behavior will make you a candidate for vilification and torture.

There are no easy answers here, only intelligent choices. There are lots of ways to do that but let me suggest four dimensions of communication that you should think about before taking your case to the boss.

  • Should you start from personal relationship or start for task-based measurement?
  • Should you be direct or indirect?
  • Should you ask for a quick decision or give the boss time to reflect?
  • Should you make your case orally or in writing?

Your choices have more to do with personal styles and relationship than they do with one best way.

Wally

You may reprint or repost this article providing that the following conditions are met:

  • The article remains essentially unaltered.
  • Wally Bock is shown as the author.
  • The notice Copyright 2005 by Wally Bock or similar appears on the article.
  • Contact information for Wally is included with the article. You may refer readers to this Web site as a way to meet this requirement, or use the information on our contact page.

Any other reprinting or reposting requires specific permission which is almost always granted. Click here to request permission if necessary.

Wally

Got a supervisory leadership question for Wally? He'll answer as many questions as his workload permits and put the ones with most universal interest on this site. By asking your question you agree that it may appear here at some future time. Your name and affiliation will not be used on the site in conjunction with your question.

To ask Wally a supervisory leadership question, click here to go to our question form.

Wally


© 2005 Wally Bock. Click for Contact Information.