So helpful! I’m actually working on this right now for the organization I run and your quadrant is really helpful. Do you mind if I adopt it?
It sounds a lot like the questions I ask whenever I start a new role. I like to go around to the employees and ask, “If you were me coming into this role, what would you 1. Start 2. Stop 3. Keep?”
Of course. The original Keep, Start, Stop is widely used--good information about it all over--mine adds in the fourth layer like described and a few other textures there but of course--make it your own... that's always best!
Great overlay to the review conversation! We're in the process of implementing a review system, and your rubric and values espoused therein are great.
How do you find reviews work best in a multi-tiered church organization? IE: where not all staff report to a Senior Staff member. Does Senior Staff still handle all reviews? Do you empower directors to do reviews, then observe and implement? Would love to learn from someone who has gone ahead of us!
Great question. I've been in three different situations where the answer was different:
When I was in an org where I was the primary decision-maker (executive pastor) I just implemented a review form that used this model and added a few other more perfunctory touch in questions about time-off and other stuff to it.
When I was in senior leadership but not running Human Resources, I used this model or review for the other senior leaders in their reviews, and I suppose kind of "modeled it" and they could perhaps incorporate it into their way of supervising their large staffs--but that was up to them.
When a mid-level of lower level staffer (in the early 2000s and again now) I just use it for my own zone and it's harder to see it "trickle up"... unless you have a substack like this where some of them might read it ;-) LOL
PS: I think this comment would apply to A LOT of things not just employee reviews--things change a ton when you don't have your hands on the levers of decision-making in a larger multi-tiered organization. Of course, there are benefits/cons to both.
True! My question comes from moving from a mid-level staffer with a marginal level of influence to a primary decision-maker making our policy. Learning, implementing, inviting feedback, and continuing to create culture. Thanks for your response and the insightful post!
Oh boy—those are fun years—getting to finally implement all those great ideas and actually pull the levers! Some don’t work but man alive—it’s time to cook!
So helpful! I’m actually working on this right now for the organization I run and your quadrant is really helpful. Do you mind if I adopt it?
It sounds a lot like the questions I ask whenever I start a new role. I like to go around to the employees and ask, “If you were me coming into this role, what would you 1. Start 2. Stop 3. Keep?”
Love the content Dave! Keep it up man!
Of course. The original Keep, Start, Stop is widely used--good information about it all over--mine adds in the fourth layer like described and a few other textures there but of course--make it your own... that's always best!
Great overlay to the review conversation! We're in the process of implementing a review system, and your rubric and values espoused therein are great.
How do you find reviews work best in a multi-tiered church organization? IE: where not all staff report to a Senior Staff member. Does Senior Staff still handle all reviews? Do you empower directors to do reviews, then observe and implement? Would love to learn from someone who has gone ahead of us!
Great question. I've been in three different situations where the answer was different:
When I was in an org where I was the primary decision-maker (executive pastor) I just implemented a review form that used this model and added a few other more perfunctory touch in questions about time-off and other stuff to it.
When I was in senior leadership but not running Human Resources, I used this model or review for the other senior leaders in their reviews, and I suppose kind of "modeled it" and they could perhaps incorporate it into their way of supervising their large staffs--but that was up to them.
When a mid-level of lower level staffer (in the early 2000s and again now) I just use it for my own zone and it's harder to see it "trickle up"... unless you have a substack like this where some of them might read it ;-) LOL
PS: I think this comment would apply to A LOT of things not just employee reviews--things change a ton when you don't have your hands on the levers of decision-making in a larger multi-tiered organization. Of course, there are benefits/cons to both.
True! My question comes from moving from a mid-level staffer with a marginal level of influence to a primary decision-maker making our policy. Learning, implementing, inviting feedback, and continuing to create culture. Thanks for your response and the insightful post!
Oh boy—those are fun years—getting to finally implement all those great ideas and actually pull the levers! Some don’t work but man alive—it’s time to cook!
Enjoy!
I love this write up. Mine is different but aims to do the same thing
3 AREAS YOU'RE RESPONSIBLE FOR. (limited to 3, we know you do 100 things.) - Rated RED / YELLOW / GREEN
Then,
3 AREAS of ELAN's VALUES - COMMUNICATION, OWNERSHIP, RESULTS - same, Rated RED / YELLOW / GREEN
Comments section.
We call it CORE, so our values + your Excellence in your job, C.O.R.E
QTRLY cadence.
If you're yellow or red on something, fix now.
If you're green in your job AND our values, your bonus and base pay reflect it
that's great how it's integrated to your company's values!