How Using Weekly Performance Reviews can Help Your Department Improve

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In the book “What to do When You Become the Boss” I learned a lot of interesting details and insights about management.
I wanted to share with you the result I have gotten from adding some of those insights to my repertoire of tools for managing my office here in Norway.

The biggest difference for me has been adding weekly performance reviews.
Every Friday I sit down with my colleagues and have them review their performance and skills in the top 3 areas of our job.

From that we decide what action they can take, what they are going to work on, to improve on the weaknesses we uncover.
I do not judge any of their answers; instead I ask questions helping them to judge themselves, asking how things work in reality, what results they have seen and so on.

Once we have concluded an action they get to ask for help and give me feedback on what they would like me to do differently.

This has really opened the lines between us and helped increase communication and helped me improve.

Here is a picture (click it to enlarge) of the performance review that I use (I know it looks awful but it gets the job done).
You can modify it (and redesign it) to suit your industry.

You will probably be a manager
Most of us that are aiming for the top will become managers, if you aren’t already.
We do not want to stop there though, continuous improvement is very important and adding tools like the one above will help you find ways to keep improving your results.

If you want more advice on how to improve as a manager take a look at my review of “What to do When You Become the Boss”.

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Related posts:

  1. How to Constantly Improve and How I can Help
  2. Book Review: What to do When You Become the Boss by Bob Seldon
  3. Product Review: The Future Selling Institute by David Brock and S. Anthony Innarino
  4. What Would You Want Us to Improve?
  5. Being A Leader: Inspiration vs. Motivation
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10 Responses to How Using Weekly Performance Reviews can Help Your Department Improve

  1. Too right, Daniel. Communication has become such a buzzword, but it often doesn’t mean anything. It’s just a corporate tagline, like “people are our most valuable resource”. But if you actually practice it and let your employees tell you their concerns (and their successes) as well as ask for help and give you honest feedback in a safe environment, they will thrive. Every time. Good work! Your employees are lucky to have you.


    • Daniel M. Wood says:

      Hey Melody,

      Thank you.
      I know you do this very well Melody.
      It is something I feel that I want to continue to improve on and I will be sharing what I have learned here.

  2. Jk Allen says:

    This is an interesting concept here Daniel. I’ve been in both managing roles and performing roles…and in both scenarios – I would personally find this to be a bit overkill.

    When it’s all said and done – this type of system would be heavily dependent on the level of employees. Professionals that I work with and have worked with would run for the door at the thought of such a system. But people in more supporting roles would appreciate the attention. So I guess that’s an element to consider.

    Thanks for sharing!


    • Daniel M. Wood says:

      Hey JK,

      That is a very, very good point.
      As a manager I do not believe that you can build a system without taking full consideration for the people you are managing.

      The whole point of a manager is to help your employees improve.
      For many people this type of feedback system makes a difference, they feel that their thoughts are heard that and they get the help they need. For people who want to be completely independant as long as they are doing their job you can let them come to you when they need help.

      It is important that your system is built around your employees, not around you.

      Thanks for the input JK.

  3. Einar says:

    I have to agree with Jk Allen here, I’m not sure every salesrep would be happy to fill out a card like this. On the other hand, I guess it could be of some help in times when sales are down. Could help us pinpoint what is being done wrong.

    • Daniel M. Wood says:

      Hey Einar,

      That is a good point you make as well.
      As I replied to JK you need to vary your approach based on your employees but you make a good point that it is also based on times and results.

      Your system is supposed to help your employees, if it doesnt it is a bad system.

  4. That’s a great little tip – I love the fact you are willing to sit in non-judgement of your team and also that you ask them to help you improve yourself. It’s a great way to build an open, honest, motivated and forward focused team.

    As for whether people would run for the door – to be honest, if they would then why not let them? I’d hate to have people in my organisation who weren’t willing to be open and shed off the usual game of backstabbing and trying to climb over everyone else to get to the top.

    • Daniel M. Wood says:

      Hey Dan,

      I think it is important to have a very open communication.
      Of course for some once a week can be a bit too much, it might disrupt their rythm, for others it is a good thing and will increase their security and output.

      It is a balance, but I agree you need a department void of backstabbing, you need a team that works as a team, together.

  5. rob white says:

    This is a nice tip, Daniel. Looks like a good way to teach folks how to be accountable for their time and career. When we are 100% accountable we create our reality. This reality gives a feeling of self-worth and self-trust, which reinforces the attitude of competence.

    • Daniel M. Wood says:

      Hi Rob,

      If you micromanage you disrupt any chance of growth within your employees.
      To succeed you need to help them and then get out of their way.

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