Annual job review problem.
April 10, 2012 6:30 AM Subscribe
Please help me raise my concerns yet not dig myself into a hole. How do I word my annual job review?
About a year ago I was promoted to a fairly senior role in my organization. For ten years before that I’d been in a customer-facing role, where I’d had the same direct manager and senior manager for most of that time. My working relationship with my old team and managers was very open, with any issues usually resolved quickly –things such as altering working practices or customer complaints were handled with an open dialog and were raised immediately any problem arose.
But in my new role the culture is very different, I’m learning to my cost. Instead of someone raising a problem direct with me as soon as it occurs, it’s instead reported to my manager and stored up for my next review meeting where I end up being (I feel) ambushed with apparent transgressions which I hadn’t been told about, and each time after the meeting I’ve forwarded my boss an email trail which has supported my version of events.
Example: my boss said that he’d been told by someone that I’d promised to do something urgently but then didn’t do it until several days later. After the meeting I sent him the email exchange with the person who’d complained about me, where I’d been told something might (or might not) become urgent, I’d asked whether it needed to be prioritized because I had other ‘red flag’ work I needed to do, so could they let me know how urgent it was. I had no reply to that email so I did that work after I’d finished my other urgent work. My boss had not been told about those emails by the person who complained, nor did that person ever raise the issue with me.
All the things he’s brought up have been along those lines –stuff that in my old job wouldn’t even have become an issue because it would have been resolved at the time. Things like “When you send me a file you’ve been working on, could you make sure all the papers are in date order because it’s easier to work on for the next person?” In my old team, if the person addressed felt it was an issue (such as, lack of time to put the file in order, they got the file out of order from the previous person, not their job, etc.), it would’ve been discussed and sorted out. In my new job, when I raised that exact same thing, it was reported to my manager as a complaint because I’d upset the person concerned. The first I knew about it was at a review meeting six weeks later.
In the last half-year particularly, when it dawned on me that things are different in my new job, I’ve been really careful to document everything, and so I’ve been sure to keep it all in email. Nevertheless, I’ve still been told that I’ve upset people or done something wrong, without my boss (a) telling me there’s a problem and (b) asking me for my version of events.
So, later this week I have my annual review, and I have to set out in advance what things I’ve done well (there is no problem at all with the quality and output of my work) and things which could have gone better.
At this point I don’t know if I’m going to be ambushed again at my annual review, but I want to address in advance of the meeting the obvious change in office culture at this level, which is causing problems for me. I’ve been blindsided by this and don’t know how to word my concerns about it. I’m not trying to say that I’ve made no mistakes, but rather that where someone has an issue with something I’ve said or done, I don’t understand why it’s not raised with me, or why I’m not given the opportunity to respond before my boss decides I’m in the wrong. But I don’t want to word this in such a way as to make it look as if I’m accusing my boss of being a dick, but instead to try to explain why I'm finding this aspect of the role difficult.
How should I word this? The exact section in the form says: “What has gone well and what could have gone better?”
About a year ago I was promoted to a fairly senior role in my organization. For ten years before that I’d been in a customer-facing role, where I’d had the same direct manager and senior manager for most of that time. My working relationship with my old team and managers was very open, with any issues usually resolved quickly –things such as altering working practices or customer complaints were handled with an open dialog and were raised immediately any problem arose.
But in my new role the culture is very different, I’m learning to my cost. Instead of someone raising a problem direct with me as soon as it occurs, it’s instead reported to my manager and stored up for my next review meeting where I end up being (I feel) ambushed with apparent transgressions which I hadn’t been told about, and each time after the meeting I’ve forwarded my boss an email trail which has supported my version of events.
Example: my boss said that he’d been told by someone that I’d promised to do something urgently but then didn’t do it until several days later. After the meeting I sent him the email exchange with the person who’d complained about me, where I’d been told something might (or might not) become urgent, I’d asked whether it needed to be prioritized because I had other ‘red flag’ work I needed to do, so could they let me know how urgent it was. I had no reply to that email so I did that work after I’d finished my other urgent work. My boss had not been told about those emails by the person who complained, nor did that person ever raise the issue with me.
All the things he’s brought up have been along those lines –stuff that in my old job wouldn’t even have become an issue because it would have been resolved at the time. Things like “When you send me a file you’ve been working on, could you make sure all the papers are in date order because it’s easier to work on for the next person?” In my old team, if the person addressed felt it was an issue (such as, lack of time to put the file in order, they got the file out of order from the previous person, not their job, etc.), it would’ve been discussed and sorted out. In my new job, when I raised that exact same thing, it was reported to my manager as a complaint because I’d upset the person concerned. The first I knew about it was at a review meeting six weeks later.
In the last half-year particularly, when it dawned on me that things are different in my new job, I’ve been really careful to document everything, and so I’ve been sure to keep it all in email. Nevertheless, I’ve still been told that I’ve upset people or done something wrong, without my boss (a) telling me there’s a problem and (b) asking me for my version of events.
So, later this week I have my annual review, and I have to set out in advance what things I’ve done well (there is no problem at all with the quality and output of my work) and things which could have gone better.
At this point I don’t know if I’m going to be ambushed again at my annual review, but I want to address in advance of the meeting the obvious change in office culture at this level, which is causing problems for me. I’ve been blindsided by this and don’t know how to word my concerns about it. I’m not trying to say that I’ve made no mistakes, but rather that where someone has an issue with something I’ve said or done, I don’t understand why it’s not raised with me, or why I’m not given the opportunity to respond before my boss decides I’m in the wrong. But I don’t want to word this in such a way as to make it look as if I’m accusing my boss of being a dick, but instead to try to explain why I'm finding this aspect of the role difficult.
How should I word this? The exact section in the form says: “What has gone well and what could have gone better?”
I would try to deal with this on three fronts:
• Before the meeting and finding a way to address the problem and resolve it moving forward. In response to the question, I would write something along the lines of "immediate feedback or direction as to requirements in advance for TPS reports, including intradepartmental if applicable"or something along those lines (you know your department, needs, etc). Discuss your example during the meeting (not in a hostile way, but how it helped you for the next few weeks if you had immediate feedback - or even knew about the requirement). Now the moving forward part. Volunteer to help create a document or documents for all these type of reports. It can be created with the input from each department; every time something goes wrong, the rule/criteria goes on the document in tracked changes and someone signs off on it (and it is periodically distributed to all groups involved). The goal is not to finger point but to give new employees or people in different departments guidance. The document should live on the server.
• Retroactive repair. Ask if you can provide feedback before you sign off on your review. Put down the printed emails or that you had no prior recommendation to do X for the report. Follow all procedures to make sure it is attached to your file.
• Reach out to other people/departments. This won't be repaired unless pple start talking to one another. Go to lunch one on one with pple from other departments - get to know what they do and ask questions/or for feedback. They really need to feel comfortable talking to one another, including you.
posted by Wolfster at 7:17 AM on April 10, 2012
• Before the meeting and finding a way to address the problem and resolve it moving forward. In response to the question, I would write something along the lines of "immediate feedback or direction as to requirements in advance for TPS reports, including intradepartmental if applicable"or something along those lines (you know your department, needs, etc). Discuss your example during the meeting (not in a hostile way, but how it helped you for the next few weeks if you had immediate feedback - or even knew about the requirement). Now the moving forward part. Volunteer to help create a document or documents for all these type of reports. It can be created with the input from each department; every time something goes wrong, the rule/criteria goes on the document in tracked changes and someone signs off on it (and it is periodically distributed to all groups involved). The goal is not to finger point but to give new employees or people in different departments guidance. The document should live on the server.
• Retroactive repair. Ask if you can provide feedback before you sign off on your review. Put down the printed emails or that you had no prior recommendation to do X for the report. Follow all procedures to make sure it is attached to your file.
• Reach out to other people/departments. This won't be repaired unless pple start talking to one another. Go to lunch one on one with pple from other departments - get to know what they do and ask questions/or for feedback. They really need to feel comfortable talking to one another, including you.
posted by Wolfster at 7:17 AM on April 10, 2012
"On a couple of occasions I felt like there were some missed opportunities for speedy resolutions to issues that were communicated to Mr. Manager. I was wondering if there was anything I could do to encourage team members to loop me in early to any concerns, so that I can address them as quickly as possible and we can sort out any potential misunderstandings."
In as dreary HR speak as you can personally manage.
And you might also warmly and sincerely tell your boss that you were wondering if there's anything you can do to respond more quickly to such issues, etc., or close open loops with people (when that person didn't get back you, you could have followed up -- I know it's tempting to be 'well, you didn't respond to the email, it's your fault' but if the bulk of the ownership of the project or process is on you, or if others see it that way, it might be conceivable that others think it's on you to close the loop.)
Your boss might be kind of a sucky boss in this area--just maybe not very good at delivering potentially negative feedback, feels awkward addressing things with you on the fly and relies on the formal structure of the review process. Or maybe just has fifty other things to do, so maybe it isn't a high priority in the moment. Figuring that stuff out can help you manage up, as the canuck mentioned, and adjust your habits better to better navigate this particular situation in this particular organization with this particular boss.
posted by A Terrible Llama at 7:20 AM on April 10, 2012 [2 favorites]
In as dreary HR speak as you can personally manage.
And you might also warmly and sincerely tell your boss that you were wondering if there's anything you can do to respond more quickly to such issues, etc., or close open loops with people (when that person didn't get back you, you could have followed up -- I know it's tempting to be 'well, you didn't respond to the email, it's your fault' but if the bulk of the ownership of the project or process is on you, or if others see it that way, it might be conceivable that others think it's on you to close the loop.)
Your boss might be kind of a sucky boss in this area--just maybe not very good at delivering potentially negative feedback, feels awkward addressing things with you on the fly and relies on the formal structure of the review process. Or maybe just has fifty other things to do, so maybe it isn't a high priority in the moment. Figuring that stuff out can help you manage up, as the canuck mentioned, and adjust your habits better to better navigate this particular situation in this particular organization with this particular boss.
posted by A Terrible Llama at 7:20 AM on April 10, 2012 [2 favorites]
As my boss always says, if he is discussing an issue in an annual review that we haven't talked about previously, then he isn't doing his job correctly. It does sound like a managing up problem. But you do have to divide the problem into two parts: 1) the current review and 1) feedback in the future.
1) Be honest, specific, and use metrics whenever possible when writing about things that have gone well. Use vague phrases like "be more responsive to feedback" and "address things proactively to mitigate or prevent future errors." My feeling is that in a large organization, it is better to be more general about things that are negative. This avoids assigning blame, sounds less critical, and is harder to use against you. If your review by him includes being blindsided by these complaints, see if you can respond in writing prior to signing it. If you can't, send a follow up email to him saying something along the lines of "Hey, I wanted to follow up with you about some of the issues you mentioned."
2) You will need to prompt him for feedback. Maybe put a reminder on your calendar to do this every Thursday. "Hey, are there any other outstanding items I may not be aware of, etc?" If he isn't a fan of delivering bad/critical/corrective news, you can relieve this tension by not reacting defensively to every one. "Thanks, I wasn't aware of how that would be received. I will do [constructive step to fix the problem.]" Only pull out your transcripts for the major issues.
posted by gagoumot at 7:57 AM on April 10, 2012
1) Be honest, specific, and use metrics whenever possible when writing about things that have gone well. Use vague phrases like "be more responsive to feedback" and "address things proactively to mitigate or prevent future errors." My feeling is that in a large organization, it is better to be more general about things that are negative. This avoids assigning blame, sounds less critical, and is harder to use against you. If your review by him includes being blindsided by these complaints, see if you can respond in writing prior to signing it. If you can't, send a follow up email to him saying something along the lines of "Hey, I wanted to follow up with you about some of the issues you mentioned."
2) You will need to prompt him for feedback. Maybe put a reminder on your calendar to do this every Thursday. "Hey, are there any other outstanding items I may not be aware of, etc?" If he isn't a fan of delivering bad/critical/corrective news, you can relieve this tension by not reacting defensively to every one. "Thanks, I wasn't aware of how that would be received. I will do [constructive step to fix the problem.]" Only pull out your transcripts for the major issues.
posted by gagoumot at 7:57 AM on April 10, 2012
If you aren't getting information from below and it's flowing around you, then you have to be more pro-active. Sending a weekly status note to everyone on what the current priorities are, having a weekly status meeting, actively soliciting information are all things you should be doing, and keeping your boss in the loop on, so the perception is that you have a handle on what is going on.
This is less of a thing about people going around you and you defending yourself, and more of an issue about making things transparent enough, and illustrating to your boss that you know what is going on.
Stay away from blaming other people. Recognize that there is a communication deficiency. There are obviously politics in play - do these people work for you? Is your position new, so that your boss used to be their direct point of contact, and now you've added a new layer (and people don't see the value)?
You also may not have the same personal relationships you had in your old team, so when you ask for things, it comes off as curt and demanding, without any context or appreciation for what the other person is working on or needs themselves.
posted by rich at 8:26 AM on April 10, 2012
This is less of a thing about people going around you and you defending yourself, and more of an issue about making things transparent enough, and illustrating to your boss that you know what is going on.
Stay away from blaming other people. Recognize that there is a communication deficiency. There are obviously politics in play - do these people work for you? Is your position new, so that your boss used to be their direct point of contact, and now you've added a new layer (and people don't see the value)?
You also may not have the same personal relationships you had in your old team, so when you ask for things, it comes off as curt and demanding, without any context or appreciation for what the other person is working on or needs themselves.
posted by rich at 8:26 AM on April 10, 2012
All of the above, but also:
If your underlying approach is 'my old work culture was great, this work culture is terrible' (even though it may be true) then you have an uphill battle. What are the good things about this culture? Maybe it allows people who have concerns but are low on the totem pole to bring up issues without fear - perhaps your earlier workplace was not quite as 'open' for everyone as it felt for you. Maybe it ensures that changes to procedures are well-thought-out and documented? Maybe it creates a more efficient workflow for your boss to batch concerns?
If you can identify some positive things about the culture, then you will know what people value, and you can capitalize on that (I created an anonymous email suggestion box for my colleagues to use! I beefed up our SOP for requesting and implementing policy changes! I created a system to streamline our communication between meetings!) rather than trying to change the culture all by yourself.
posted by Ausamor at 9:51 AM on April 10, 2012
If your underlying approach is 'my old work culture was great, this work culture is terrible' (even though it may be true) then you have an uphill battle. What are the good things about this culture? Maybe it allows people who have concerns but are low on the totem pole to bring up issues without fear - perhaps your earlier workplace was not quite as 'open' for everyone as it felt for you. Maybe it ensures that changes to procedures are well-thought-out and documented? Maybe it creates a more efficient workflow for your boss to batch concerns?
If you can identify some positive things about the culture, then you will know what people value, and you can capitalize on that (I created an anonymous email suggestion box for my colleagues to use! I beefed up our SOP for requesting and implementing policy changes! I created a system to streamline our communication between meetings!) rather than trying to change the culture all by yourself.
posted by Ausamor at 9:51 AM on April 10, 2012
You can document all you want but it wont work. You will have to play the game that is played at almost every work place. Buddy up with your boss's boss. Find who the power people are in the org and make friends with them. Also identify the troublemakers (for you) and find their bosses and buddy up again. Create a strong network so nobody can touch you. The review will become just a you said, he said thing. What is important is how others in power perceive you, that's all.
posted by pakora1 at 2:42 PM on April 10, 2012
posted by pakora1 at 2:42 PM on April 10, 2012
« Older What should I get my sister for her law school... | Going paperless at home. Need a software to... Newer »
This thread is closed to new comments.
Also the feedback you are giving to people is not effective. A 360 evaluation might help you figure out why.
I would frame the problem in those terms, since those issues have concrete steps you can take for a remedy.
posted by crazycanuck at 6:45 AM on April 10, 2012 [5 favorites]