Julio G. Alvarez’s Post

Leadership is indeed a privilege that comes with significant responsibility.  The impact of leadership can be far-reaching, touching not only careers but also personal development. That's why it's crucial for leaders to lead with empathy, integrity, and a genuine desire to empower and uplift their team members. Leadership is a commitment to serve, mentor, and inspire others. #leadership #leadershipdevelopment #leadershipcoaching #career #team

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The 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗰𝗮𝗹𝗶𝗯𝗿𝗮𝘁𝗶𝗼𝗻 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 is a great and formative experience! During the performance calibration meetings, managers typically fall into one of several categories based on their views on employee performance: 1. 𝗚𝗮𝘂𝘀𝘀𝗶𝗮𝗻 𝗦𝘁𝗿𝘂𝗴𝗴𝗹𝗲𝗿𝘀: These managers find it challenging to fit their team’s performance into the expected Gaussian distribution—where few are top performers, a majority are average, and a few are low performers. They may face an atypical distribution, such as too many high or low performers. 2. 𝗧𝗮𝗹𝗲𝗻𝘁 𝗖𝗵𝗮𝗺𝗽𝗶𝗼𝗻𝘀: Managers in this category believe that all of their team members are exceptionally talented. They tend to rate most or all their employees as high performers, which can skew the overall performance metrics and expectations. 3. 𝗥𝗲𝗱𝗲𝗲𝗺𝗲𝗿𝘀: These managers advocate for giving low performers a second chance. They focus on potential and improvement rather than past performance, supporting interventions like training or mentorship to help underperformers improve. 4. 𝗨𝗻𝘆𝗶𝗲𝗹𝗱𝗶𝗻𝗴 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗼𝗿𝘀: They strictly adhere to performance metrics and do not easily deviate from the established criteria. Their assessments are often rigid and may not account for context or individual circumstances. 5. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁𝗮𝗹 𝗖𝗼𝗮𝗰𝗵𝗲𝘀: This group seeks to identify areas of growth for all team members, regardless of their current performance level. They prioritize personal development plans and tailor their coaching to help each individual progress. 6. 𝗘𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗔𝗱𝘃𝗼𝗰𝗮𝘁𝗲𝘀: These managers struggle with differentiating between team members' performance levels. Especially in smaller teams, they might rate most employees as successful to maintain team harmony. When pushed, they may select a high performer, but they do so reluctantly, often because of external pressures to adhere to performance differentiation standards. 7. 𝗗𝗲𝗳𝗲𝗻𝘀𝗶𝘃𝗲 𝗖𝗮𝗽𝘁𝗮𝗶𝗻𝘀:Managers in this group are keen on presenting the strengths and achievements of their own team. However, they become defensive when facing differing opinions or critiques from colleagues. They often have difficulty accepting feedback that does not align with their own assessment of their team's performance. …and many other dynamics and people profiles! What is your view?

Really funny and sarcastic stuff.... Performance Management Calibration Meeting.... HR facilitating the session while the Business Leaders Armageddon is all around, watching all of them fighting for themselves and for their people against their peers and their people.... HiPo's flying out of the 9 Blockers Matrix....Watch HiPo's slipping down the Gauss Curve....Key People slaughtered on the altars of the Equity God. And HR impassibly taking notes, ranking and re-ranking names in the middle of the Business Leaders fight, ready to prepare the Organization Vitality Report for the Managing Director. Performance Calibration: if this does not ring you a bell and all of the above sounds like nonsense to you, then as an HR you are probably missing a key experience in our profession 😂😂😂

Let's get some positivity up in here! What's something you're grateful for right now? For me, it's living in a country where I can get out on the water and enjoy the beautiful sunshine and clear skies with people I love! 💛☀️ That's the stuff that REALLY matters in my opinion. #leadershipspeaker #leadershipfirst #leadershipexcellence #leadershipadvice #leadershipjourney #leadershipconsulting #leadershipgrowth #newleader #NZSummer #KiwiSummer

Annual struggle but that what keeps the adrenaline rush going, during the meeting we receive, process, digest, advice, debate and the outcome/result boils down to; As HR aka UN peacemaker, YOU DO YOU. Your instrumental role is to ensure to navigating the difficult and challenging session into something worthwhile, afterall the main objective we are fighting for is the same, to reward our employees accordingly for their continous support and hardwork throughtout the year. Sounds surreal but that is what we hope to happened, post meeting HR go find help and karoks your hearts out. Then continue with the consolidating and announcing whatever the outcome is. To all HR peeps out there, stay calm and keeps rock n roll! #hr #hrcareers #hrexecutive #hradvice #hradministration

When i take award as a leader is always special for me.

This is me when I come bearing news that your performance dimensions are not strategically aligned and need re-alignment. 😂 Dear manager, It is that time of the year again! As we prepare to assess our direct reports, become conscious of a few biases that can make your assessment ineffective: 1. Contrast bias- where you compare employee performance to another employee's instead of the performance standards established for the role. It is very tempting I know but flee! 😄 2. Halo effect- rating an employee higher across all areas because of one thing they did well. Stay objective to the performance dimensions and remain fair for the sake of their professional development 3. Leniency effect- intentionally rating all your direct reports the same because you do not want 'trouble' or you are 'busy'. Again you rob them of valuable feedback needed for growth and productivity when you do not give accurate feedback. Remember that performance appraisal is a powerful feedback tool for professional development within the context of organizational needs. Do not weaponize it and take it seriously if you want your team to be productive and engaged. Happy 'feedbacking'!