Curious dialogue: Simple and good enough in the employee appraisal?

Clarifying expectations and a safe framework

When it comes to employee appraisals, it is important to clarify expectations and create a safe working environment. The main aim of the conversation is to make clear what is expected of both parties and to establish a clear framework for the tasks to be carried out. In addition, the conversation should also address how to develop the necessary competence and promote motivation, self-leadership and loyalty among employees. This may seem like an ambitious task, right?

A coaching approach is highly relevant and useful in this dialogue. The problem is that when I use the term "coaching approach" when training managers in employee appraisal methodology, I see that many become unsure and don't quite understand what it means in practice. That is why I have introduced the term "curious dialogue" as a simple and recognisable alternative. I naively believe that simple is often good enough.

Read: The employee appraisal: Creating value through dialogue

Before I go into more detail about what I mean by curious dialogue, it may be useful to get a short version of what a coaching approach involves, based on material shared by Professor Kjell A. Eliassen at BI Norwegian Business School.

A coaching approach is about being goal-oriented

It is also about how you follow up employees, how skilled you are at stimulating collaboration and independent development, and how well you support employees' belief in their own skills and mastery. A coaching leader is characterised by the following:

• The ability to get employees to take responsibility, develop effective working methods and do what is right.
• The ability to release and develop employees' potential using various methods.
• A focus on the future and on how individual and organisational goals can be achieved.
• The ability to adapt their leadership style and know when a coaching leadership style is the right one to use.

• Read: What is good feedback?

But is it enough just to be curious?

I usually say that you should think back to when you were 5 years old. Back then, you asked curious (and often brave) questions, and waited eagerly for the answer.

If you are curious about the employee's perception of their work situation and where they see opportunities for improvement, you can use open and curious questions to put the employee in the driving seat and make them accountable at the same time. If you wait just as eagerly for the answer without thinking about the next question, you are practising good active listening that shows respect for the other person, and trust increases.

The great thing about this technique is that it also reduces your risk as a manager. It doesn't matter if you have the wrong assumptions about how the employee perceives their work situation, because you give the employee the opportunity to express their point of view.

• Read: Employee appraisal template

Whatever your starting point, it is important that you want the best for the other person and that you know the company's goals and vision, so that you can clarify as many wishes and expectations as possible in the conversation. My advice is to start from the employee's own perception of their work situation and then build on it by asking questions the employee finds relevant. The more relevant the questions, the greater the chance that you will get an open and honest answer. If the employee expresses wishes that are difficult to meet, it is better to be honest and explain why it will be difficult than to create expectations through unclear dialogue.

Go on, give it a try!