A manager explains why having direct supervisors in performance review meetings shuts people down, and describes a new format where feedback happens without them in the room to get honest answers.
The second problem area was the rolls. Roll is an acronym that stands for a bunch of different things, but basically it's all sorts of things around elimination, delegation, and growth. These roll calls are kind of like performance reviews, and we did them monthly. And it was between the employee and not just the manager, but also myself. Three hours of human labor a month just on these roll calls. Having a performance type chat, a coaching opportunity every month when you're already meeting every week, I. It's just too much. It was just a lot of conversation around the same things. The two on one ratio of those role meetings made them feel really formal and kind of uncomfortable for everybody involved. It also prevented that person from giving feedback about their manager because their manager was literally in the room. One thing that I changed in the future because of this is that now we are doing role reviews without the direct manager involved. They give feedback, but they're not actually in the room for those conversations. Because when we had this two to one ratio, I found out a lot of stuff was not being shared in the room because of that factor. And.
