Truth in reviews
by Miki Saxon
I’ve written on and off about the importance of, and how to do, performance reviews. So in yet another effort to convince you doubters out there that honesty is the best policy and that your people really don’t want to hear feel-good fudging, prevarications or outright lies.
Social psychologist William B. Swann in a new study published in the Academy of Management Journal… People don’t like to be treated positively if they know it is not heartfelt. If people are coming across as inauthentic and forcing you to come across as inauthentic in return, that can be enormously stressful.
His work has centered on an idea known as self-verification theory. All people carry around an image of themselves that tells them who they are, whether they are good-looking or average-looking, for example, or clever at math, or kind and thoughtful or largely self-centered. Inasmuch as people want to be recognized for the things they are good at, Swann’s work suggests many people also want honest acknowledgments of their flaws, and that when these flaws are minimized or wished away, people end up feeling worse rather than better.
Just remember, honest and authentic don’t mean abusive or destructive. Offering recognition of what the person does well and being candid about areas that need improvement are two hallmarks of a good review.
Finally, there are no surprises, which means that you’ve been giving candid feedback throughout the year.
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