The Quick and Easy Performance Appraisal Phrase Book: 3,000+ Powerful Phrases for Successful Reviews, Appraisals and Evaluations

ISBN-13: 9781601632678

Media Type: Paperback

Publisher: Red Wheel/Weiser

Publication Date: 06-24-2013

Pages: 224

Product Dimensions: 6.00(w) x 8.90(h) x 0.50(d)

Patrick Alain is an internationally known developer of some of the best-selling video games, including such titles as the multi-awarded blockbusters Grand Theft Auto and Red Dead Redemption. The Leader Phrase Book was born out of Twitter and has quickly amassed a large following. Patrick was born in Paris, France, and has lived in a number of countries throughout his life. Fluent in five languages, he attributes much of his success to his ability to be a vital participant in large, multilingual teams. Patrick holds a master's degree from the University of Paris, and has lived in San Diego, California, since 2004.

Read an Excerpt

CHAPTER 1

The Performance Appraisal Meeting

This part of the book is intended to give you talking points as a framework for an actual performance appraisal meeting. This is when you look your employee in the whites of his eyes and tell him how well or how poorly he's been doing over the past year. Because this conversation is obviously fraught with all kinds of perils and pitfalls, I've provided you with some ready-made phrases to help jump-start the process.

One option is to dive right in and tell him how you feel he's been doing. Another and sometimes better option is to invite the employee to open up first: ask him how he feels he's been doing. You will be surprised at how frank people can be when you invite them to be open and honest with you. At the very least, you will be encouraging self-awareness on the part of your employee — something that will be sure to benefit him now or down the line.

It should go without saying that you yourself should be 100-percent honest throughout this meeting. But remember, honest doesn't always mean "brutally honest." As always, let context be your guide and use your best judgment.

How to Encourage Discussion

Informal

• I'm definitely not the only one with something to say here. What do you think?

• This isn't about me. I'm more interested in what you have to contribute.

• Okay, are you ready for our little coffee klatch? [joking]

• I know I have a habit of running on, so please feel free to interject whenever you like.

• This is a democracy, not a dictatorship. Your opinion matters, too!

• I want you to think of this as a friendly chat between friends, okay?

• Please feel free to speak your mind; I really mean that!

• I prefer to think of this review as something we are creating together.

• I am all ears — tell me everything that's on your mind.

• This isn't just about me. I'm excited to hear your input and feedback.

• I'm really interested to hear where you're coming from in all of this.

• Your thoughts are more important to me than anything, so feel free to speak up.

• There are no wrong answers here; please feel free to speak honestly and openly.

• Everything we discuss here stays here, okay?

Businesslike

• I think it's more important for me to listen than speak; please go ahead and start.

• This is the best place for this kind of discourse. Let's start now.

• I believe it is more than appropriate for you to have a say in this.

• Everyone here has a chance to speak their mind, and this includes you.

• You should feel quite comfortable speaking up in meetings like this.

• Whenever you feel like speaking up, you should.

• Our time will be well-spent if you take the lead and speak up.

• Maybe there are restrictions on speaking your mind at other companies, but not here.

• I'd like to encourage you to share your thoughts and ideas at any time.

• As an employee here, your input is very important to us.

• I would very much like to hear your professional opinion on these issues.

• I believe the best results will come from honest, to-the-point discourse.

How to Encourage Employees to Appraise Themselves

Informal

• I know what I think, but I am more interested in how you perceive your performance.

• If you had to guess, what do you think I would say your strengths and weaknesses are?

• If you could tell me three things about your work style, what would they be?

• So how do you think you've been doing lately?

• My opinion is secondary at best; it's what you think of you that counts!

• I know it's tough, but tell me how you think you're doing.

• You don't need a higher-up to tell you how you're doing, right?

• I think you know better than anyone else how you've been doing here.

• The best way for us to assess your performance is for you to do a self-check.

• The best way to impress higher-ups is to assess your own work.

• I believe we can be our own toughest critic. What do you think?

• Self-awareness is an important key to success, so tell me how you think you've been doing.

Businesslike

• I believe we all function best when we answer firstly and primarily to ourselves.

• We all need to take an unflinching and honest look at our own work.

• It's important to be able to assess one's self as objectively as possible.

How to Take Control

Casual

• I think it's best to take the bull by the horns — what do you think?

• Let me take the first shot here and then you can get your licks in, I promise. [joking]

• No time like the present — let's get started!

• Now you just sit back and let me do all the talking, okay? [joking]

• I need to know that you're comfortable being on the receiving end of my critiques today.

• I don't want to appear forceful, but I'd like to say a few things before we get into a discussion.

• When you are ready, I'd like to go through the following items on my agenda.

• I'm not really looking for your input; today it's all about how I feel about your work.

• The important thing here is that you listen carefully to this honest appraisal.

• The best way to accomplish this review is for me to talk and you to listen.

• I know you want to have your voice heard, but I am more comfortable running this review.

Formal

• I'd like to keep this meeting short and on-point, so here's what we'll be discussing.

• I'm sure you've got a lot to say, but first you'll need to internalize my feedback.

• The performance review is really about my view of your performance here, correct?

• This meeting will be a success if you simply listen and absorb what I have to say.

• The only thing that matters is how I think you're doing.

• The more you try to direct this meeting, the lower your review score will be.

• Just follow my lead here and we'll have no problems.

• I am not the one being reviewed here.

• Here is how this meeting is going to go.

• Just so we're clear, I'll be directing this meeting.

• I'd like to begin by going over the list of things I want to cover.

How to Avoid False Starts

Friendly to Businesslike

• Let's make this as quick and painless as possible, okay?

• Let's keep this meeting on track and moving right along, alright?

• I'd really like this to go as smoothly as possible, okay?

• I'd really like to get things off to a smooth start; are you with me?

• Before we begin, do you have any concerns or questions that you'd like to get out on the table?

• So as to prevent any false starts, let's lay out an agenda for what we want to cover.

• I need to know that I will have your buy-in on my feedback. Can we agree on that?

• If we get things off to a rocky start it will only hurt you, you know.

• Once we start, I really want things to go smoothly and without a hiccup.

• With your cooperation, I know we can make this as painless as possible.

• So you don't get the wrong idea, here is a list of exactly what we will be discussing today.

• If at any point you have questions or concerns, please feel free to stop me.

• I want to make sure you're prepared for this meeting before we start.

How to Respond to New Ideas

Praising

• Your ideas are completely inspired. I can't wait to get the next proposal from your team.

• You can't possibly be as inspired as this all the time, but amazingly, it seems that you are.

• Anyone as talented as you are at generating great ideas should have his/her compensation doubled.

• I can't recall the last time I was this excited over a new idea at this company.

• Sometimes I feel as though I can't even get an idea formulated before you present it to me, fully realized.

• Your ability to innovate with spirit and intelligence has really vaulted the company to success.

• Your latest ideas are taking it to a whole new level. I'm making a note of that in your permanent record.

• It's a great feeling to have someone on board with this much initiative and creativity. Keep it up!

• The evidence is in: You are an intelligent employee with a lot of great ideas.

• You've certainly given the department a lot of great notions in the past.

• Idea generation is a real talent, but what really matters is how new ideas work in the real world.

• Turning ideas into actual strategies is what we are looking for. Are you equal to the task?

• Not everyone is adept at innovating; don't let it stop you from continuing to try, though.

• Generating ideas is not just about innate talent. I'd like to see you working harder at this.

Critical

• We are all about innovation here, and I'm concerned that I'm not seeing more coming from you.

• Many employees are involved in innovating around here, but you need to step it up.

• If I had to evaluate everyone's ability to generate new ideas, I'd never get anything done.

• I appreciate your enthusiasm, but I'm not sure your ideas are going in the right direction.

• You certainly have a lot of ideas, but I'm not sure if any of them really have any "legs."

• I thought I hired an Idea Guy, but all I got was a Recycle Guy.

• I'm dissapointed that you seem to have neither the talent nor the motivation to innovate.

• I was hoping that you would be able to take the lead here in innovation, but it's not working out.

• If you fail to plan to innovate, you may as well plan to fail here.

• An idea is a terrible thing to waste, but in this case, there are no ideas.

• Is there anything I can do to help prime the idea pump? Because things really need to change.

• You're paid for what you bring to the table here, but I'm not seeing much, if anything.

• Unfortunately I don't see you taking any initiative to contribute anything new around here. I don't think things are working out.

How to Create a Relaxed Atmosphere

Casual

• First off, I just want to say how much I enjoy working with you. I hope you feel the same!

• I've really been looking forward to our little chat.

• Most of the time meetings like this are painful, but you always make it a pleasure.

• I can't remember when I've had as enjoyable an experience meeting with an employee.

• You make this process easy, so please don't worry a bit!

• It's such a pleasure chatting with you, I wish we could extend our meeting indefinitely.

• Please feel at ease with me and know that you're among friends.

• The feeling here is so positive, I want to bottle it and take it with me to my next meeting.

• This is good Just two professionals hanging out, professionally.

• I wish every meeting could be this easy and carefree.

• I've always enjoyed our meetings, and this time is no exception.

• It's a blessing that we are two like-minded individuals working toward the same goals.

• With some employees this is a tense situation, but it's never that way with you.

• Please sit down and relax a bit before we begin with the more serious stuff.

Formal

• Even though I don't know you very well, I feel that we have a good rapport.

• I'm glad we had the opportunity to meet today. I hope you feel comfortable talking to me.

• Okay, let's take care of business first; then we can chat afterward.

• Please make yourself comfortable. How is everything going otherwise?

• I am very pleased with your work, so you can relax and know this meeting will go smoothly.

• It's always a pleasure meeting with you, even when it's review time.

• Although this meeting will be all business, know that I am here to help and encourage you.

• You seem tense, but there is really no need to be. This will all go very well, I'm sure.

• If we are both relaxed we will be able to accomplish so much more during this meeting.

• Please make yourself comfortable. This will not take long, I assure you.

• I know it's difficult, but I'd like you to feel as relaxed as possible during this meeting.

• It is important that we both feel at ease and comfortable discussing the nitty-gritty.

• Whatever is discussed here, stays here, so please feel free to discuss whatever is most pressing.

• I certainly hope you feel comfortable speaking with me about any business issue that may arise.

How to Put a Nervous Employee at Ease

Informal

• Wow. You're as nervous as a long-tailed cat in a room full of rocking chairs. [joking]

• Why so nervous? No one is going to roast you or eat you alive. [joking]

• Let's make this as quick and painless as possible — for both of us. [joking]

• Let's get this over with so we can go out and grab some lunch afterward!

• This will be a friendly performance review — not the other kind. [joking]

• Listen, I know you're a bit nervous. Would you like some water or coffee?

• Consider us friends getting together and catching up after being apart for a while.

• Remember that I am on your side, okay?

• I'm actually a bit nervous, too, if that helps at all.

• Please make yourself comfortable. I want you to feel at ease, okay?

• I want you to know that you are among friends here, okay?

• My main goal in all of this is to see you succeed, as I know you will.

• Let me assure you that you have nothing to worry about.

• You have nothing to fear, from me or anyone else around here.

• While it's natural to be nervous, in your case you really don't need to be.

Formal

• Please don't worry — you're in excellent standing here.

• I know this is not the most pleasant part of the job, but you'll do just fine.

• I'd like to preface this by saying that I am very pleased with your performance

• So as to put your mind at rest, please know that I have only good things to say to and about you.

How to Keep Things Brief

Casual

• I know we're both busy, so let's just cut to the chase.

• Unless you object, we can probably get this meeting over with pretty quickly.

• Let's keep this short and to the point, okay?

• This shouldn't take long at all.

• There are just a couple of things I want to go over with you.

• This shouldn't take more than a few minutes at most.

• Discussing this stuff any longer may violate the law of diminishing returns.

• It would be great to draw this out, but I've got a ton on my plate today.

• We need to keep this meeting on track and on schedule, okay?

• Since there's not a lot of time, let's get to the nitty-gritty right away.

Formal

• I would like to keep this meeting short and sweet. I'm sure you won't object.

• I think we'll be able to accomplish everything pretty quickly today, don't you?

• To expedite things, let's stay on track with each of the items on the agenda.

• We can talk about other, more tangential subjects some other time.

• There is no reason for us to drag this out any longer than we have to.

• I'd like to really stay on task and on schedule today.

• It's important that we use our time here today economically and efficiently.

How to Engage an Employee With Small Talk

Friendly

• How have you been recently? I feel like we never get a chance to chat.

• Let's put our feet up and shoot the breeze a bit before we begin.

• I'm just exhausted today — how about you?

• So, how's the family doing? Any plans for the weekend?

• Did you catch the game/see the new movie last night?

• I like to get to know my employees as real people. What do you do for fun?

• I was thinking we should have a party this year. Any ideas where we should hold it?

Businesslike

• How is everything otherwise? Everything going well at home?

• How was your commute this morning?

• I want to get to know you a bit better. How do you like to spend your free time?

• I know this is a business meeting, but I also want you to know that I care about you as a person.

• I feel like I need to catch up with you personally. What else has been going on?

• I think it's in the "small" talk that we learn the most about one another; wouldn't you agree?

• I don't believe that there is any such thing as small talk, even at work.

• Your performance here is important, but I'm more concerned about you as a person.

• Now that's we've covered the nitty-gritty, how's everything else going?

• I know I can be a bit chatty, but I do enjoy the more personal aspects of my job.

• What else of note is going on in the department? Any changes or improvements?

How to Break Through Defensiveness

Casual to Businesslike

• Look, I've sat where you're sitting and I know it will be okay.

• I am on your side in all of this. I just want to see you fulfill your potential.

• I know this feels terrible. Believe me, I've been there!

• None of us is perfect; it's how we respond to criticism that really matters.

• I would not be telling you this stuff if I did not value you as an employee.

• Please don't get your back up; this kind of thing happens to the best of us.

• Given a little time, you'll feel better about things, I'm sure.

• I'll allow you to feel a bit defensive initially, but I am more interested in how you will address the issue.

• We all have egos to contend with, but I suggest putting yours aside for the moment.

• I know this is a sensitive topic, but we are talking about it because you're a valued employee.

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Excerpted from "The Quick and Easy Performance Appraisal Phrase Book"
by .
Copyright © 2013 Patrick Alain.
Excerpted by permission of Red Wheel/Weiser, LLC.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Table of Contents

Preface 11

How to Use This Book 13

Part 1 The Performance Appraisal Meeting 15

Part 2 Job Skills 35

Part 3 Interpersonal Skills 61

Part 4 Attitude 83

Part 5 Ethics 109

Part 6 Communication 135

Part 7 Productivity 147

Bonus: 360 Degree Feedback 169

Index 187

About the Author 191