Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters
Too many bosses think the only way to manage is to scare the hell out of employees. No wonder so many people are afraid to say what they really think at work. But guess what?\ It doesn't have to be that way. Here's how managers can finally learn how to stop intimidating, start focusing on what we can all do right instead of the things that each of us does wrong-and get the company the results that it needs.
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The performance review. It is one of the most insidious, most damaging, and yet most ubiquitous of corporate activities. We all hate it. And yet nobody does anything about it. Until now... Straight-talking Sam Culbert, management guru and UCLA professor, minces no words as he puts managers on notice that — with the performance review as their weapon of choice — they have built a corporate culture based on intimidation and fear. Teaming up with Wall Street Journal Senior Editor Lawrence Rout, he shows us why performance reviews are bogus and how they undermine both creativity and productivity. And he puts a good deal of the blame squarely on human resources professionals, who perpetuate the very practice that they should be trying to eliminate.But Culbert does more than merely tear down. He also offers a substitute — the performance preview — that will actually accomplish the tasks that performance reviews were supposed to, but never will: holding people accountable for their actions and their results, and giving managers and their employees the kind of feedback they need for improving their skills and to give the company more of what it needs. With passion, humor, and a rare insight into what motivates all of us to do our best, Culbert offers all of us a chance to be better managers, better employees and, indeed, better people. Culbert has long said his goal is to make the world of work fit for human consumption. "Get Rid of the Performance Review!" shows us how to do just that. Publishers Weekly With clear, straightforward (and sometimes profane) language, Culbert (Beyond BullshH t) outlines his strategy for creating a “dynamic setting where employees joyfully live up to their potential.” Culbert attacks the review process as “self-serving, biased opinion cloaked in a numerical package of claimed objectivity and stated as essential to organizational results.” After examining the archaic system with humor and precision, Culbert outlines the shift in mindset that he feels will be necessary to create a more productive working climate. He illustrates his ideas with narratives from his own experience, first-hand tales of woe from stakeholders in the review process, and useful analogies. In addition to advocating for the end of the performance review currently in use, Culbert assails the idea of pay for performance, using humor and insight to outline win-win strategies for managers, decision makers, and even rank and file employees. (Apr.)
Chapter 1 Now Look at the Mess You've Made. 1Chapter 2 If the Performance Review Doesn't Work, Why Does Everyone Use It? 15Chapter 3 From My Point of View, I'm Objective. 35Chapter 4 Pay for Performance ... and Other Lies Your Bosses Tell You. 63Chapter 5 Here's What's Wrong with You. Now Fix It. 89Chapter 6 We're All in This Together. Not. 121Chapter 7 There Has to Be a Better Way. And There Is. 143Chapter 8 You Can Get There from Here. 171Chapter 9 In Case You Still Have Doubts... 203Chapter 10 What's It Going to Be? 225Acknowledgments 229Index 233
\ Publishers WeeklyWith clear, straightforward (and sometimes profane) language, Culbert (Beyond BullshH t) outlines his strategy for creating a “dynamic setting where employees joyfully live up to their potential.” Culbert attacks the review process as “self-serving, biased opinion cloaked in a numerical package of claimed objectivity and stated as essential to organizational results.” After examining the archaic system with humor and precision, Culbert outlines the shift in mindset that he feels will be necessary to create a more productive working climate. He illustrates his ideas with narratives from his own experience, first-hand tales of woe from stakeholders in the review process, and useful analogies. In addition to advocating for the end of the performance review currently in use, Culbert assails the idea of pay for performance, using humor and insight to outline win-win strategies for managers, decision makers, and even rank and file employees. (Apr.)\ \
