Many managers and their staff dread performance appraisals. The conversations become emotional, people become defensive and conversation becomes argument. Most often the outcome is a damaged relationship and continued poor performance. In the long term, managers who are unable to hold effective performance appraisal discussions find themselves with under-performing teams from which the most competent people have left in search of better personal development. 

When an organisation changes, people have to change. No-one likes changing the way they do things and while it’s hard to change your own behaviour, it’s often even harder to get others to change theirs. To make things worse, one change is often not complete before the next one is on its way.

If organisations are to change successfully, people must go through the personal transitions that enable them to change their behaviour. If transitions do not occur, change will not work and when the dust finally settles, nothing much will be different.

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