The Conference Coach™

I reentered the workforce after a long absence, two kids and a divorce.  As my first performance evaluation loomed (despite the positive outcome!), I experienced those uncomfortable feelings of insecurity and self-doubt.  During years that followed, I have been on both the receiving and delivery end of performance reviews and have decided that the traditional process leaves much to be desired.

The reviewer supplies the good, the bad, sometimes the ugly; the receiver holds up the mitt and tries wordlessly to catch every ball.  Unless the employee is a superstar, little, if any, interaction is typically invited or welcomed, as the evaluation is entirely about employee performance.  Responses are often confused with defensiveness, and are frequently over-thought with fear of negative consequences.

Imagine instead, using “strategy sessions” as an evaluation tool to get the results you are looking for. Many companies are discovering the value of providing more regular feedback that is designed to coach, focus on strategy, promote interaction and set objective shorter term goals.

Is it possible to replace the corporate habit of quarterly or annual reviews to evaluate employee performance with regular instruction, inspiration and interactive goal setting?  I have, and use strategy sessions to provide direction to my sales organization, meeting with each member on at least a monthly basis.

What defines a strategy session?
A strategy session is an opportunity for the employee to sit down together with his/her manager and engage in a two-way dialog.

What is covered during a strategy session?

• Both employee and manager provide snapshots of results from the previous month.  Based on objective results, did you meet the goals set for last month?  Do the results surprise you?  Based on your activities, was it possible to meet your goals?  Did your activity level help you surpass or miss your goals?
• The effect is that the results (positive or negative) provide the evaluation.  There is direct relation between cause and effect, enabling the employee to reach his/her own objective conclusions.

• The employee strategizes with his/her manager on pending issues – this may be upcoming projects, prospective sales opportunities, etc.  The employee has time set aside to present ideas and talk over job-related issues, receiving advice, direction and coaching from direct management in a supportive format.
• The opportunity to present thoughts and ideas in an interactive environment is appreciated by employees.  Great ideas are often uncovered during these sessions!

• Goals for the next month are discussed and set mutually – the employee proposes goals; the manager agrees or disagrees and proposes additional goals.  Ultimately, agreed upon goals are set.
• This format provides a cooperative setting for goal identification.  The employee has contributed to the process and leaves the session with clear direction.

• Lastly, the employee has the opportunity to provide manager feedback.  Is my manager supplying me with what I need to do my job successfully?  What can my manager do to support me most effectively? – This gives the employee the chance to share his/her motivation style.  What obstacles are in my way that I need my manager’s help in removing?
• This format is both highly effective and quite unusual.  The manager displays a desire to truly receive input and communicates to the employee that their opinion is respected and valued.  It displays the desire to work as effectively as possible and promotes harmony in the workplace.

Strategy sessions are then recorded in a written recap from manager to employee, to be used as the record to compare during the next month’s session.  This written recap gives employees a regular career review, with both opportunities for growth as well as career achievements documented for future use.

Copper Conferencing’s management uses strategy sessions as the accepted and routine norm for employee reviews.  Our employees, although often skeptical at first, have come to accept and welcome the opportunity to be both reviewed as well as reviewer.

About Conference Coach Susan
Susan Purifoy is the Director of Sales for Copper Conferencing.  She got her start in the conferencing industry in 2000, when she was part of the start up and subsequent development of InterAct Conferencing.   Sold to Raindance Communications in 2002, Susan held sales and marketing management positionsuntil RainDance was acquired by InterCall 2006. As a Marketing Manager for InterCall, Susan led a team of sales research staff to develop competitive intelligence and prospective customer profiles for the domestic US sales organization.  She joined Copper Conferencing in October of 2008.

A native of Minneapolis, Minnesota, Susan now resides in Atlanta, Georgia.

Have questions about Copper Conferencing or need to do an audio conference or web meeting?  Contact a Conference Coach today.