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This is me when I come bearing news that your performance dimensions are not strategically aligned and need re-alignment. 😂 Dear manager, It is that time of the year again! As we prepare to assess our direct reports, become conscious of a few biases that can make your assessment ineffective: 1. Contrast bias- where you compare employee performance to another employee's instead of the performance standards established for the role. It is very tempting I know but flee! 😄 2. Halo effect- rating an employee higher across all areas because of one thing they did well. Stay objective to the performance dimensions and remain fair for the sake of their professional development 3. Leniency effect- intentionally rating all your direct reports the same because you do not want 'trouble' or you are 'busy'. Again you rob them of valuable feedback needed for growth and productivity when you do not give accurate feedback. Remember that performance appraisal is a powerful feedback tool for professional development within the context of organizational needs. Do not weaponize it and take it seriously if you want your team to be productive and engaged. Happy 'feedbacking'!

Really funny and sarcastic stuff.... Performance Management Calibration Meeting.... HR facilitating the session while the Business Leaders Armageddon is all around, watching all of them fighting for themselves and for their people against their peers and their people.... HiPo's flying out of the 9 Blockers Matrix....Watch HiPo's slipping down the Gauss Curve....Key People slaughtered on the altars of the Equity God. And HR impassibly taking notes, ranking and re-ranking names in the middle of the Business Leaders fight, ready to prepare the Organization Vitality Report for the Managing Director. Performance Calibration: if this does not ring you a bell and all of the above sounds like nonsense to you, then as an HR you are probably missing a key experience in our profession 😂😂😂

100% 💪 Navigating a chaotic performance management calibration meeting is like tap-dancing in a tornado. How do you keep your cool when juggling spreadsheets, feedback, and caffeine? Have you ever had to channel your inner Zen master while desperately searching for that elusive "Save" button during a meltdown? Share your tales of grace under pressure, and let's find humor in the chaos! 🤪💃🌪️ #learninganddevelopment #henrynicles #positivevibes

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When circumstances become hectic or critical, recruiters look for applicants and managers look for employees who can function and maintain professionalism and composure. These are the people who will consistently deliver and break ground despite unfavourable stimulants or conditions. #strategicthinkers #professionalism

The 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗰𝗮𝗹𝗶𝗯𝗿𝗮𝘁𝗶𝗼𝗻 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 is a great and formative experience! During the performance calibration meetings, managers typically fall into one of several categories based on their views on employee performance: 1. 𝗚𝗮𝘂𝘀𝘀𝗶𝗮𝗻 𝗦𝘁𝗿𝘂𝗴𝗴𝗹𝗲𝗿𝘀: These managers find it challenging to fit their team’s performance into the expected Gaussian distribution—where few are top performers, a majority are average, and a few are low performers. They may face an atypical distribution, such as too many high or low performers. 2. 𝗧𝗮𝗹𝗲𝗻𝘁 𝗖𝗵𝗮𝗺𝗽𝗶𝗼𝗻𝘀: Managers in this category believe that all of their team members are exceptionally talented. They tend to rate most or all their employees as high performers, which can skew the overall performance metrics and expectations. 3. 𝗥𝗲𝗱𝗲𝗲𝗺𝗲𝗿𝘀: These managers advocate for giving low performers a second chance. They focus on potential and improvement rather than past performance, supporting interventions like training or mentorship to help underperformers improve. 4. 𝗨𝗻𝘆𝗶𝗲𝗹𝗱𝗶𝗻𝗴 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗼𝗿𝘀: They strictly adhere to performance metrics and do not easily deviate from the established criteria. Their assessments are often rigid and may not account for context or individual circumstances. 5. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁𝗮𝗹 𝗖𝗼𝗮𝗰𝗵𝗲𝘀: This group seeks to identify areas of growth for all team members, regardless of their current performance level. They prioritize personal development plans and tailor their coaching to help each individual progress. 6. 𝗘𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗔𝗱𝘃𝗼𝗰𝗮𝘁𝗲𝘀: These managers struggle with differentiating between team members' performance levels. Especially in smaller teams, they might rate most employees as successful to maintain team harmony. When pushed, they may select a high performer, but they do so reluctantly, often because of external pressures to adhere to performance differentiation standards. 7. 𝗗𝗲𝗳𝗲𝗻𝘀𝗶𝘃𝗲 𝗖𝗮𝗽𝘁𝗮𝗶𝗻𝘀:Managers in this group are keen on presenting the strengths and achievements of their own team. However, they become defensive when facing differing opinions or critiques from colleagues. They often have difficulty accepting feedback that does not align with their own assessment of their team's performance. …and many other dynamics and people profiles! What is your view?

“Follow your intuition and follow your interest.” Toto recently joined LinkedIn CEO Ryan Roslansky as a guest on his LinkedIn News series The Path - documenting the pivotal moments in the careers of the world's best leaders, and how they shaped their future careers. Watch the full interview below. 👇 #Leadership #CareerJourney #TotoWolff #MercedesAMGF1 #Formula1

We don’t all follow a linear path when becoming a successful leader. In fact, often many of the most influential leaders pivoted several times throughout their careers before they became truly successful. In this fascinating interview on The Path where LinkedIn’s CEO, Ryan Roslansky chats with Toto Wolff, Mercedes-AMG PETRONAS Formula One Team Principal and CEO, Toto Wolff reminds him that: “Skills and grit are the true currency. He has become one of the most successful F1 executives by staying adaptable while trusting his instincts.” ✨ Follow your intuition + passion ✨ P.S. What has shaped your leadership path? If you’re curious to learn more, tune in and watch the full interview here: https://lnkd.in/eZmhCpXw 🖤 Thanks for reading/watching! 🖤 Find this helpful? Please repost + inspire your network. ♻️ Follow Emily Rossetta 🖤 for daily insights.

Thank you Eduardo Duran. Emotional Intelligence… Timeless topic! It can be valuable in both personal and professional contexts, helping individuals enhance their emotional well-being, communication, leadership, and decision-making abilities.

I was in D.C for our DEI sequester this week. First time seeing DEI champions in person due to COVID. Terry Allbritton and his team did a good job. Key takeaways from this sequester: 1. Not doing hard work but heart work 2. I am driver for change but leadership has to make it a priority as well 3.Being comfortable is overrated 4. Be that 1st domino and let others follow 5. Be that disrupter.. Get in good trouble