Secondary, political considerations are involved as well. It’s seldom that a reviewer steps forward into one of these sessions without receiving “consultation” from higher-level management. Once that takes place the reviewer becomes a “spear carrier,” and his or her credibility and image get tied to carrying out these instructions and agreements.
Getting through the days and doing activities you certainly meet and work with other people. If you still study at school, you have classmates and study together with them. If you’re a worker, you have coworkers and work with them. Out of those places, you also have friends to hang out. You might also have boyfriend/girlfriend to have a date. As family member, you certainly also communicate with your family members. Absolutely, people’s life is always surrounded by others.
How can any rationally thinking manager expect a subordinate to openly admit that there are essential lessons to learn at the precise moment that subordinate is most focused on getting positive marks, moving ahead, and maximizing pay? Why don’t reviewers catch on?
It’s always struck us as a strange and amazing fact that a high percentage of managers and professionals receive direct and substantive feedback only once a year. That time, of course, is the company-mandated annual performance appraisal and pay review. Paradoxically, it’s the precise time people are most likely to resist learning.