Performance Appraisals & Phrases For Dummies®

Table of Contents


About This Book

Conventions Used in This Book

What You’re Not to Read

Foolish Assumptions

How This Book Is Organized

Part I: When It’s Time to Appraise Your Employees

Part II: Working Your Way through the Process

Part III: Phrases and Expressions That Work

Part IV: The Part of Tens

Icons Used in This Book

Where to Go from Here

Part I: When It’s Time to Appraise Your Employees

Chapter 1: Building Success with Performance Appraisals

Laying the Foundation

Recognizing the roles of performance appraisal

Seeking additional sources of feedback

Strengthening your role

Successfully Navigating through the Appraisal Process

Generating the right mindset and the right plans

Accumulating and examining performance data

Preparing evaluations

Conducting highly effective appraisal sessions

Avoiding mistakes

Taking follow-up actions

Using Effective Phrases and Expressions

Chapter 2: What Performance Appraisals Do for You and Your Team

Harnessing the Motivational Power of Appraisals

Educating while Evaluating

Setting expectations

Building self-awareness

Increasing your managerial effectiveness

Transmitting company values

Understanding and meeting goals

Defining a career path

Identifying training needs and evaluating the results

Aiding Administration

Setting the groundwork for promotions

Setting the groundwork for job transfers

Establishing meaningful raises

Preventing legal problems

Chapter 3: The Types of Performance Appraisals

Feedback from the Employee: Self-Evaluations

Feedback from Others: 360-Degree Feedback

Feedback from You

Writing essays

Using graphic rating scales

Choosing checklists

Forcing the choice

Ranking employees

Finding critical incidents

Using rating scales tied to behavior

Managing by objectives

Part II: Working Your Way through the Process

Chapter 4: Getting Started

Building Your Evaluation Mindset

Seeing yourself as a leader

Setting positive expectations

Overcoming fear, reluctance, and resistance

Gaining self-awareness

Empathizing with your employees

Playing the “What If?” Game

Planning and Scheduling

Chapter 5: Gathering and Analyzing the Data

Managing with All Your Senses

Focusing On the Entire Year

Accessing the Information

Getting back to basics

Reviewing your notes

Reviewing the files

Reviewing the evaluations

Completing the Evaluation Form

Selecting a rating

Describing strengths and weaknesses

Determining an Overall Rating

Chapter 6: Running a Productive Appraisal Session

Setting the Stage for the Appraisal

Identifying your objectives

Setting an agenda

Scripting your delicate comments

Bringing the data

Setting positive expectations

Handling the Logistics

Scheduling the time

Recognizing the role of reminders

Giving out the appraisals

Selecting the right venue

Keeping it private

Holding the Meeting

Opening the discussion

Leading the discussion

Providing negative feedback

Eliminating interruptions

Actively listening

Wrapping up the discussion

Chapter 7: Avoiding the Most Common Mistakes

Managing Your Misperceptions

Calibrating recent events

Overpowering bias and stereotypes

Rethinking “just like me”

Recognizing the halo effect

Dismissing the horns effect

Getting beyond first impressions

Countering the contrasts

Minding your emotions

Veering from the center

Avoiding the skews

Doing Away with Discussion Stoppers


Mentioning other employees

Getting defensive


Creating Problems rather than Solutions


Talking too much

Postponing the sessions

Surprising Your Employees

Chapter 8: Following Up

Setting Goals

Looking forward instead of backward

Opting for goals over dreams

Motivating your employees to meet their goals

Challenging your employees enough but not too much

Looking at the Types of Goals

Performance goals

Developmental goals

Managing after the Evaluation

Wandering around

Coaching your employees toward their goals

Part III: Phrases and Expressions That Work

Chapter 9: The Best Phrases for Quality and Quantity of Work



Meeting Goals


Performance Levels


Setting Priorities


Chapter 10: The Best Phrases for Communication and Interpersonal Skills


Customer Service





Sales Skills


Telephone Skills

Written and Verbal Communication

Chapter 11: The Best Phrases for Planning, Administration, and Organization

Adjusting to Change

Bottom-Line Orientation

Controlling Costs

Establishing Goals

Management Skills

Meeting Deadlines



Setting and Adhering to Schedules

Chapter 12: The Best Phrases for Leadership

Building a Team



Inspiring Enthusiasm and Commitment

Making Decisions

Managing Conflict

Motivating Employees

Proactive Behaviors

Providing Feedback

Screening and Hiring

Chapter 13: The Best Phrases for Job Knowledge and Expertise

Ability to Apply Expertise to the Job

Acting as a Mentor

Acting as a Positive Role Model

Applying Analytical Skills

Building Employees’ Skills

Computer Skills

Researching Skills

Sharing Knowledge

Technical Knowledge

Chapter 14: The Best Phrases for Attitude

Accepting Assignments


Can-Do Attitude

Dedication and Commitment

Emphasizing Safety




Following Company Policies and Procedures

Going the Extra Mile

Handling Pressure and Stress


Level of Supervision Required

Reliability and Dependability

Understanding and Supporting Company Values and Mission


Chapter 15: The Best Phrases for Ethics


Equal Employment Opportunity


Giving Back to the Community




Maintaining Professionalism


Chapter 16: The Best Phrases for Creative Thinking


Embracing Change

Encouraging and Supporting Innovation from Others

Generating New Ideas

Presenting New Ideas for Company Policies and Procedures

Problem Solving

Receptiveness to New Ideas

Seeking Improvements

Thinking outside the Box

Chapter 17: The Best Phrases for Self-Development and Growth

Becoming a Value-Added Employee

Building Problem-Solving Skills

Career Planning

Personal Goals

Responding to Performance Appraisals and Coaching

Seeking Learning Opportunities


Widening One’s Knowledge Base

Part IV: The Part of Tens

Chapter 18: The Top Ten Words to Include in a Performance Appraisal

The Employee’s Name










Chapter 19: The Top Ten Behaviors Meriting Special Recognition

Exceeding Expectations

Mentoring Co-Workers

Taking Classes

Coming Up with a Great New Idea

Taking Self-sacrificing Actions

Solving a Long-term Problem


Building Goodwill

Surpassing Goals

Going the Extra Mile

Performance Appraisals & Phrases For Dummies®

by Ken Lloyd, PhD


About the Author

Ken Lloyd, PhD, is Vice President of Planning and Development for Strategic Partners, Inc., in Chatsworth, California. He is also a nationally recognized consultant, author, and columnist who specializes in organizational behavior, communication, and management coaching and development. As a consultant, Ken has worked in a wide range of industries including healthcare, apparel, financial services, electronics, and entertainment. His long-running workplace advice column appears in numerous newspapers and their Web sites, along with his Web site,

He is the author of the widely-acclaimed Jerks at Work: How to Deal With People Problems and Problem People (Career Press, 1999; revised edition, 2006), which has been translated into numerous languages, including Chinese, Japanese, Polish, and Korean. He also authored 151 Quick Ideas to Recognize and Reward Employees (Career Press, 2007) and Be the Boss Your Employees Deserve (Career Press, 2002), and he co-authored Ultimate Selling Power: How to Create and Enjoy a Multimillion Dollar Sales Career (Career Press/Penguin Books, 2002) and the best-selling book, Unlimited Selling Power: How to Master Hypnotic Selling Skills (Prentice Hall, 1990), now in its ninth printing. Ken is also the author of The K.I.S.S. Guide to Selling (DK Publishers, 2001), part of Dorling Kindersley’s Keep It Simple Series. He also wrote the business film Communication: The Name of the Game (Roundtable Films and Video), award winner at the National Educational Film Festival and the American Film Festival.

Ken is a frequent television and talk-radio guest. He has appeared on ABC’s Good Morning America, CNN, and NPR’s Morning Edition, as well as KABC, KTLA, and the Fox Morning News “Ask the Expert” segments. He received his BA from UC Berkeley and his PhD in Organizational Behavior from UCLA. He taught for many years in the MBA Program at the UCLA Anderson School of Management, and he continues to lecture at various universities and speak before numerous organizations. Ken is a member of the American Psychological Association and the Society for Industrial and Organizational Psychology.

Ken lives in Encino, California with his wife, their three children, and their Golden Retriever.


To Roberta, of course!

Author’s Acknowledgments

A book such as this requires a solid team to bring it to its full potential. At every phase of this project, I received extremely helpful feedback, guidance, and support from several terrific people. And ironically, it is their performance appraisals of my performance that have played a key role in strengthening this book.

In this regard, I would like to thank Charles P. Leo, Professor of Management at the Graziadio School of Business and Management at Pepperdine University. Dr. Leo conducted a patient and thorough technical review of the manuscript, and he provided numerous insightful comments and suggestions.

I also offer thanks to Donovan R. Greene, PhD, one of the foremost organizational psychologists and executive coaches. Dr. Greene has been a longtime source of expertise in a wide range of managerial areas. He not only conducts outstanding seminars on performance appraisal, but also serves as a great role model when actually conducting appraisals. I thank him for all the early lessons in this important area.

I also thank the entire team at Wiley Publishing. Mike Baker, Acquisitions Editor, provided outstanding direction for this project from day one. Another key player on the team has been the project’s editor, Elizabeth Kuball. She is truly an editor’s editor, with outstanding ability not only in terms of writing, but also in terms of project management.

I would like to give a posthumous thanks to the father of “back-timing,” L. K. Lloyd, who also happened to be my father. A master in many fields, L. K.’s abilities to manage by wandering around and conduct performance appraisals that helped his employees learn, grow, and advance are truly legendary.

I also offer a very special thanks to my home team. First, I am very fortunate to have a fantastic research librarian, friend, and wife, Roberta. And I feel equally fortunate to have three wonderful children, Jessica, Stacey, and Joshua. If there were performance appraisals for a wife and children, they would all be rated as “exceptional” in every category.

Publisher’s Acknowledgments

We’re proud of this book; please send us your comments through our online registration form located at For other comments, please contact our Customer Care Department within the U.S. at 877-762-2974, outside the U.S. at 317-572-3993, or fax 317-572-4002.

Some of the people who helped bring this book to market include the following:

Acquisitions, Editorial, and Media Development

Project Editor: Elizabeth Kuball

Acquisitions Editor: Mike Baker

Copy Editor: Elizabeth Kuball

Assistant Editor: Erin Calligan Mooney

Editorial Program Coordinator: Joe Niesen

Technical Editor: Charles P. Leo, PhD

Senior Editorial Manager: Jennifer Ehrlich

Editorial Supervisor and Reprint Editor: Carmen Krikorian

Editorial Assistants: Jennette ElNaggar, David Lutton

Cover Photos: © Workbook Stock

Cartoons: Rich Tennant (

Composition Services

Project Coordinator: Patrick Redmond

Layout and Graphics: Reuben W. Davis, Melissa K. Jester, Christine Williams

Proofreader: John Greenough

Indexer: Claudia Bourbeau

Publishing and Editorial for Consumer Dummies

Diane Graves Steele, Vice President and Publisher, Consumer Dummies

Kristin Ferguson-Wagstaffe, Product Development Director, Consumer Dummies

Ensley Eikenburg, Associate Publisher, Travel

Kelly Regan, Editorial Director, Travel

Publishing for Technology Dummies

Andy Cummings, Vice President and Publisher, Dummies Technology/General User

Composition Services

Debbie Stailey, Director of Composition Services


As the time to conduct performance appraisals approaches, many managers experience one or more of the following feelings: anxiety, nervousness, nausea, aggravation, frustration, confusion, fear, stress, or dread. Frankly, based on the way that many companies put together their performance appraisal programs, these reactions aren’t surprising.

The good news is that today’s performance appraisals are user-friendly, easily administered, and an essential component of effective management. Performance appraisal plays a central role in developing your employees and enhancing their performance and productivity. As such, the appraisal process plays a key role in adding value to your employees — and ultimately to your department and your company at large.

And as for those negative feelings aroused by performance appraisal, the antidote is in your hands!

About This Book

I wrote this book to identify every key piece of the performance appraisal process, and to provide up-to-date information and tools to help you effectively manage them. Every chapter stands on its own, and you can jump around this book as much as you like, without missing a beat.

If you’re interested in (or concerned by) a particular aspect of performance appraisals, you can flip right to it and hit the page running. For example, if you’re interested in how to conduct an appraisal session, there is a chapter just for you. And the same applies if you’re interested in knowing more about the kinds of performance appraisals, how to gather the right performance data, how to avoid mistakes, how to follow up with employees, and how to do just about anything else when it comes to performance appraisals.

If you’re interested in seeing the best phrases to use in the process, there are nine whole chapters of phrases — more than 3,200 phrases in all — waiting for you!

Conventions Used in This Book

I don’t use many conventions in this book, but I do use a couple that you should be aware of:

Anytime I refer to a Web address, I put the address in monofont, to make it easier for you to spot.

I alternate the use of masculine and feminine pronouns for gender equality.

What You’re Not to Read

Although I encourage you to read the whole book, you can still build your performance appraisal skills if you pass on anything marked with the Technical Stuff icon. (For more on icons, see the “Icons Used in This Book” section, later in this Introduction.)

This book has thousands of phrases that you can use when evaluating your employees, but you certainly don’t need to read every single phrase. Think of these phrase chapters the way you would any other reference book — search for what you need when you need it and leave the rest for later.

Foolish Assumptions

As I wrote this book, I made a number of assumptions about you:

You’re responsible for appraising employees. I assume that you’re in a supervisory or managerial position, and that one of your responsibilities is to appraise the performance of each of your employees.

You’re nervous, anxious, or annoyed with performance appraisals. And you’re seeking new, user-friendly, and productive ways to carry out your responsibilities in this area.

You want to build your performance appraisal skills. Whether you’re new to management or you’re an experienced veteran, I assume that you aren’t satisfied with your current appraisal skills and you’re looking for a way to improve them.

If at least one of these assumptions sounds like you, then this book has some sound advice for you.

How This Book Is Organized

I’ve divided this book into four parts. Although the order of the parts basically follows the same sequencing that you would follow in the actual performance appraisal process, you can easily target any section and find all you need to know without having to read anything that precedes or follows it.

Part I: When It’s Time to Appraise Your Employees

This part provides you with the full range of foundational information on the performance appraisal process. I cover the widespread and major roles that performance appraisal plays, as well as the vast array of performance appraisal systems, techniques, and forms, and the effectiveness of each.

Part II: Working Your Way through the Process

In this part, you find the best ways to carry out each of the performance appraisal steps. I give you hands-on information on topics that cover the full range of planning and preparation, gathering and analyzing employee performance data, completing the evaluation forms, and avoiding the most common mistakes.

This part concludes by focusing on the best ways to work with your employees in establishing performance and developmental goals, and then following up with appropriate coaching, guidance, feedback, and support.

Part III: Phrases and Expressions That Work

Part III provides the best appraisal phrases to cover the full spectrum of employee performance. There are over 3,000 such phrases, and they’re specifically designed to encourage employees to continue their successful performance, while simultaneously energizing them to make appropriate improvements in areas where problems are found.

Part IV: The Part of Tens

Every For Dummies book ends with the Part of Tens, and this book doesn’t drop the ball on that tradition. Here, I offer ten powerful words to include in any performance appraisal, and ten employee behaviors that deserve special recognition in a performance appraisal. When you’re short on time, this is the part for you!

Icons Used in This Book

Throughout this book, I use three different icons to highlight different points. Here’s what they mean:

remember.epsI use the Remember icon to emphasize a point for you to keep in mind whenever you’re conducting appraisals.

Tip.epsThe Tip icon highlights particularly effective ways for you to carry out various performance appraisal steps.

technicalstuff.epsThe Technical Stuff icon flags information that focuses on, well, technical stuff — in other words, stuff that you can safely skip without missing the main point.

warning_bomb.epsWhen you see the Warning icon, take heed: This icon marks common mistakes or problems that you can sidestep if you know where to look.

Where to Go from Here

If you’re about to begin the performance appraisal process, your first stop should be the beginning of this book, namely Chapter 1. If you’re ready to schedule a performance appraisal session, Chapter 6 has all the information you need to cover all the bases. To avoid making the most common mistakes in the process, it would be a real mistake to miss Chapter 7. And if you’re seeking the best appraisal phrases for your employees’ performance, you can easily find them right now in Chapters 9 through 17. You can use the table of contents and index to locate the information you need — including phrases to use in your written appraisals. Or just dive in anyplace that looks interesting to you!

Part I

When It’s Time to Appraise Your Employees

498729 pp0101.eps

In this part . . .

Performance appraisals play a remarkably wide range of roles. Instead of being an isolated annual event, appraisals are but one component in the overall process of performance management. Within this framework, a state-of-the-art performance appraisal system generates a vast array of positive and productive outcomes.

The chapters in this part show you how appraisals motivate your employees, build their self-insights, and set the groundwork for training and developmental programs, all the while enhancing individual and departmental performance.

You also find a snapshot of the wide range of appraisal systems, techniques, processes, and forms, along with insights into their strengths and weaknesses. Looked at in a slightly different way, these chapters conduct a performance appraisal of the various performance appraisal systems.

Chapter 1

Building Success with Performance Appraisals

In This Chapter

Facilitating the performance appraisal process from start to finish

Generating great results with state-of-the-art performance appraisals

Using performance appraisals to build your employees and their productivity

Many managers see the performance appraisal process as an administrative rite that consumes a lot of time, while producing little more than frustration, confrontation, and piles of paperwork. This reaction is totally understandable if your company is relying on a performance appraisal system that has fallen woefully out of date.

However, as I explain in this book, the performance appraisal process can play a remarkably powerful role in building your employees, as well as their performance and productivity — when it’s done right.

Part of the problem with the appraisal process is that managers often see it as an isolated annual set of steps that are separate from all other managerial responsibilities. In actuality, today’s performance appraisals are integrated into your ongoing managerial functions, year-round.

As a manager, a key part of your role is to maintain strong contact with your employees and provide them with ongoing coaching, guidance, and feedback. These steps are called performance management. As part of the performance management process, there is a specific time — typically once a year — when managers gather all the performance data on their employees, analyze it, document it, and then provide employees with specific feedback. This piece of the performance management process is performance appraisal.

Laying the Foundation

In order to take full advantage of the wide range of measurable benefits associated with state-of-the-art performance appraisals, you need to start with a few foundational steps.

Recognizing the roles of performance appraisal

Managers who view performance appraisal as an isolated annual event tend to regard documentation as its sole and primary purpose. Although documentation has a place in the process, it sits beside numerous equally important functions:

Motivating employees

Educating employees

Clarifying performance expectations

Increasing self-awareness

Building your managerial skills

Communicating and reinforcing company values

Establishing performance goals and developmental goals

Establishing training and reviewing its effectiveness

Setting the bases for promotions, transfers, and raises

Preventing legal problems

I discuss all these functions in greater detail in Chapter 2.

Seeking additional sources of feedback

Most people think that the only source of feedback during the appraisal process is the manager herself. Although the manager’s role in the process is central and essential, the quality and effectiveness of the entire process is significantly upgraded when two additional sources are included.

These two primary additional sources — self-evaluations and 360-degree feedback — provide insights that lead to the continuation of excellent performance and improvement of sub-par performance.

Turn to Chapter 3 for more on these types of feedback.

Strengthening your role

remember.epsAs your employees’ manager, you play the central role in the performance appraisal process, because you’re still the primary source of feedback.

In order to effectively carry out this responsibility, one of the most important foundational steps is to have a clear understanding of the different types of performance appraisal systems that are available, along with the pros and cons of each. This information helps you understand, enhance, and succeed with any system that you may be using.

Here are your options for performance appraisals (all of which I cover in greater detail in Chapter 3):


Graphic rating scales


Forced choice methods

Employee ranking

Critical incidents

Behavioral checklists

Management by objectives

Successfully Navigating through the Appraisal Process

With the foundation in place, you can take some specific preparatory steps that help set the stage for highly effective and productive performance appraisals.

Generating the right mindset and the right plans

As I explain in Chapter 4, an essential step in the appraisal process is to establish a performance appraisal mindset in which you:

Truly see yourself as the leader.

Set positive expectations regarding the entire process.

Take productive steps to identify and overcome any fear or reluctance you may be experiencing regarding the appraisal process.

Tip.eps By applying specific strategies to build your self-awareness and empathy, you’ll greatly enhance your understanding of your employees as well as your skills to appraise them. When you combine these steps with some advance planning, anticipation of the kinds of questions you may encounter, and preparation of the kinds of answers that you can provide, you reduce your personal reluctance and increase your confidence.

Accumulating and examining performance data

In order for your feedback to have relevance and a lasting impact, you must base it on specific examples of employee performance. You can’t glean this information from quick visits with your employees, nor is it accessible at the last minute.

As I explain in Chapter 5, accurate appraisals require a real understanding of your employees’ performance throughout the evaluation period. The only way to effectively reach that high level of understanding is by sharpening your observational skills, continuously managing by wandering around, and using all your senses in the process.

In addition to carefully monitoring your employees’ performance, you can enhance the quality, reliability, accuracy, and acceptance of your performance appraisals by familiarizing yourself upfront with other important pieces of data as well (such as job descriptions, last year’s appraisal, performance objectives, notes you’ve been taking, employee files, and previous performance evaluations).

warning_bomb.epsMarginal data gathering leads to useless feedback, which leads to employee resistance.

Preparing evaluations

After you’ve reviewed all the performance data from a variety of sources, the next step is to complete the evaluation form. These forms vary from one company to another, but some overarching principles will help you handle this step more easily and effectively. Some of these steps include evaluating your best employees first, entering your written comments before the numerical ratings, and considering how your employees will feel when they read your comments.

warning_bomb.epsYour comments will generate resistance if they’re invalid, unsubstantiated, or focused on personality instead of performance.

Conducting highly effective appraisal sessions

After you’ve completed evaluation forms with ratings that are based on direct observations of your employees’ performance, behaviors, and results, you’re ready for the face-to-face performance appraisal sessions.

Because you’re providing your employees with feedback, coaching, and guidance throughout the evaluation period, your employees already have a clear understanding of how they’ve been performing on the job, so you’ve all but eliminated the likelihood of resistance or defensiveness during this meeting.

Some of the key steps that will help make these meetings even more successful include

Understanding your objectives for the meeting itself

Setting an agenda

Practicing any comments that may be difficult to express

Bringing your notes and relevant forms and files with you

Entering with positive expectations

Preventing interruptions

Scheduling sufficient time for the appraisal

Selecting a private venue for the appraisal

As you hold appraisal sessions, you also need to take some key steps when opening the discussions, giving your employees opportunities to talk, engaging in active listening, reviewing objectives and results, analyzing critical incidents, discussing strengths and areas needing improvement, going over the final rating, and properly concluding the sessions — all of which (and more) I cover in Chapter 6.

Avoiding mistakes

As you navigate through the performance appraisal process, be sure to note and avoid the common errors that can instantly undo all your efforts in this area. As I outline in Chapter 7, some of the strategies to identify and deal with these errors include

Accurately assessing recent events

Removing bias and stereotypes

Ending the halo-and-horns effects

Thinking twice about first impressions

Understanding the contrast effect

Controlling your emotions

Avoiding the central tendency and skews

Eliminating labeling, arguing, defensiveness, excessive talking, postponed sessions, and surprises

Taking follow-up actions

Although some managers believe that the appraisal process ends when the performance appraisal session ends, that ending is actually more of a beginning.

With the evaluations completed, you’ll have plenty of data to use in developing real goals with your employees (namely, goals that are clear, specific, prioritized, challenging, measurable, and supported by action plans). In order to be truly effective, these goals should be in sync with company goals as well as your goals, and they should be designed to enhance your employees’ performance, productivity, and development.

With these goals in place, your next step is to manage by wandering around and providing your employees with ongoing communication, coaching, guidance, and feedback. By doing so, you’ll be able to keep your employees on track to meet their goals. You’ll also be able to identify and correct any number of departmental issues before they become serious problems.

With the appraisal process functioning as but one component in the performance management process, a cycle is actually developed: First, you and your employees jointly establish and agree upon specific performance and developmental goals. Then you provide ongoing coaching and feedback throughout the evaluation period. When the time for performance appraisals arrives, both you and your employees know exactly how they’ve performed, so you have no difficulty creating the evaluation or conducting the face-to-face sessions. And after you’ve completed those sessions, the goal-setting process starts anew. Chapter 8 contains a detailed discussion of this cycle and the follow-up actions you need to take.

Using Effective Phrases and Expressions

Your written comments in the performance appraisal process offer an excellent opportunity to present compelling, long-lasting, and motivational feedback to your employees. In order to do so, the phrases you use must be specifically designed to energize your employees to continue and even surpass their excellent performance, while simultaneously helping them to understand and upgrade their questionable performance.

The best way to reach this objective is to identify the key areas of performance and then provide powerful phrases that target the full range of employee behaviors. With this in mind, Chapters 9 through 17 provide more than 3,200 such phrases.

With a state-of-the-art performance appraisal system in place, backed up by the best phrases to use in this process, you’re in an excellent position to enhance the performance and productivity of your employees, your department, and your company.