People behave as they're incented to behave

That old axiom is true: People really do behave as they're incented to behave. It's just that sometimes we don't realize exactly how we are incenting them to behave. A quick and easy way to understand the real picture is by using a 2x2 Awareness Matrix:

Start with a question, like this one: Why don't managers do their employee year-end reviews on time? Then, answer the "What are the..." questions posed by each quadrant:

For Quadrant I: What are the Rewards for Complying, that is doing the reviews on time?

Probable Answer: There are no rewards, excepting a pat-on-the-head from the boss and some dirty looks from their coworkers who haven't finished (read: even started) their reviews yet.

For Quadrant II: What are the Punishments for Complying?

Probable Answer: Having a set of miserable conversations with employees about their shortcomings.

For Quadrant III: What are the Rewards for Not Complying?

Probable Answer: Not having to have those miserable conversations with employees about their shortcomings. (Sometimes the avoidance of pain is the most powerful motivator of all.)

For Quadrant IV: What are the Punishments for Not Complying?

Probable Answer: A slap-on-the-wrist, maybe, but more likely than not there is no real punishment, just a revised due date and some knowing smiles from their peers.

Given the results of the Awareness Matrix, why would managers do their employee year-end reviews on time? There's no real up-side for doing them - the up-side is for not doing them. And there's no real down-side for not doing them - but there is a down-side for doing them. So you may want to spend some time considering how to realign the Rewards for Complying and the Punishments for Not Complying.

And you may want to notice, as well, that the Probable Answers for Quadrants II and III are very similar - they both have to do with the managers' beliefs that these year-end performance discussions will likely go poorly. That means if you can help your managers learn how to make these conversations even a little bit less miserable, you'll be on the right track.

So how do you make these conversations less miserable? Well one way is to order a copy of Employee Performance Discussions: 10 Important Things a Boss MUST Know How to Say for everyone. By helping them learn how to take better control of their year-end performance discussions, they will likely improve the quality of those discussions, and thus significantly reduce their concerns with Quadrants II and III.

That's not to say that you absolutely must purchase this Special Report. You certainly do not. But if the other things you've tried haven't worked, consider sending your managers to www.employee-discussions.com and suggest they take a look around.

You owe it to yourself, your managers - and your employees - to make this year's year-end reviews as meaningful as possible. But time's running out.