Help a Perfectionist Succeed

Managing perfectionists is tricky. They may be sensitive to criticism, but they need feedback to grow like everyone else. Here are two things you can do to help the stickler on your team:

Be clear about expectations.
Perfectionists may set unrealistic expectations for themselves. Let them know ahead of time what is most important. Be explicit so they don’t waste time on aspects of the project that don’t matter.

Encourage regular check-ins.
Perfectionists notoriously only share end products, fearing that a work-in-progress might be seen as the best they can do. Work on iterations of a project together to create a sense of collaboration and reduce the likelihood that the perfectionist will get bogged down in unnecessary details.

Take the Stress Out of Giving a Performance Review

Which is worse: receiving a performance review, or giving one? At least with the latter you have some control. When you’re the one conducting the review, try doing these three things to make it a productive experience.

Set expectations early.
Make employee-evaluation practices clear at the beginning of the year with individual performance planning sessions.

Set the right tone.
Everyone hates the “feedback sandwich”: compliments, criticism, then more niceties. Deliver a positive message to your good performers by mainly concentrating on their strengths and achievements. Confront poor performers and demand improvement.

Avoid money talk.
If possible, don’t mention compensation during the review; but if you must, divulge the salary information at the start of the conversation.

Set Goals Before Meeting With Your Mentor

Knowing what you want from a mentoring relationship is critical. Before you sit down with your mentor for the first time, decide what you hope to learn. Ask yourself what you want in work and life. Which assets will help you get there? Identify the strengths that will best serve you. Then, honestly examine the roadblocks, challenges, or weaknesses that are slowing you down. Once you do that you’re ready to articulate your goals and share them with your mentor. Keep it to no more than five goals, so they don’t detract from what your mentor has to offer.

Don’t Avoid Office Politics

Many managers hate office politics. But avoiding them altogether may hold you back. If you’ve ever worked for a boss who lacked clout or credibility, you understand the risks. As a manager, you’re responsible for building productive relationships throughout the office so you can influence people beyond your immediate sphere. But you can avoid “playing politics” while building the influence you need. Keep your efforts clearly focused on the ultimate good of the organization. Work with others for mutual advantage, not just your own. And always conduct yourself according to your personal values, no matter what others do.

Prepare for Unintended Consequences

Unintended consequences are common in business. Well-meaning managers often implement new policies only to find that in addition to what they envisioned, they’ve also created problems. You can’t predict the future, but you can help mitigate the negative with these two steps:

Plan ahead as much as you can.
Gather the people the change will impact and scenario plan to see what might happen, keeping in mind that there will always be something that surprises you later.

Test the waters.
Conduct short, focused experiments to see how various parties will react, and use the results to rejigger your plan. You can’t eliminate all negative possibilities but you can get ready to deal with them.

Know What Your Boss Expects of You

Even if you know your annual targets and goals, you may not always know everything your boss expects of you. Every manager has unspoken expectations. Here are three things you can do to meet them:

Collaborate.
Bosses want people who cooperate. Overcome differences with others and work together effectively—even if you don’t like each other.

Lead initiatives.
Those who raise their hands climb the ladder faster. Don’t be reluctant to take on new initiatives, even if they may not pan out.

Stay current.
Bosses rely on their people for information. Regularly consume the news to stay informed about your competition, your customers, and what is happening in the marketplace.

3 Questions to Ask Before Taking on a Mentee

It’s rewarding to become a mentor. But you can’t take every young upstart under your wing. Ask yourself these three questions to choose the right protégé:

How motivated is the mentee?
Assess the junior person’s drive to advance. Your mentee has to be motivated if you’re going to have a successful relationship.

How far is there to go?
Where is the mentee in terms of experience versus where she wants to be? You should take someone on with developmental gaps that you can help fill.

Do I have the relevant experience and time?
You never want to shortchange a mentoring relationship. Be sure you can effectively support the mentee in terms of knowledge and effort.

3 Questions to Ask Before Taking on a Mentee

It’s rewarding to become a mentor. But you can’t take every young upstart under your wing. Ask yourself these three questions to choose the right protégé:

How motivated is the mentee?
Assess the junior person’s drive to advance. Your mentee has to be motivated if you’re going to have a successful relationship.

How far is there to go?
is the mentee in terms of experience versus where she wants to be? You should take someone on with developmental gaps that you can help fill.

Do I have the relevant experience and time?
You never want to shortchange a mentoring relationship. Be sure you can effectively support the mentee in terms of knowledge and effort.

2 Things to Do After Your Project Meeting

Ongoing team projects frequently require regular meetings. While you can accomplish a lot in the meeting room, the real work often happens when people go back to their desks. To make sure your team makes the most of the meeting, do these two things:

Send a follow-up.
Distribute a note summarizing the meeting’s outcome and next steps. People will appreciate your thoroughness and feel encouraged by the progress you all made.

Offer help.
Support anyone who may be overwhelmed or struggling with their assigned tasks. It stalls progress when team members hesitate to ask for assistance.

Giving Tough Feedback? Sleep on It

Many people advise that you should give difficult feedback immediately, preferably within 24 hours of an incident. But next time you have to provide constructive criticism, consider sleeping on it first. Your input will be far more effective, and better received, if you aren’t feeling agitated. Put some distance between the offending action and the feedback to gain perspective. You may need to calm down over several days. This will give you time to prepare, consider the other’s point of view, and deliver the message in a calm and helpful way.