Why Staff Reviews are Important

What comes to mind when you hear the words “staff review”? I know I tend to cringe a little and start thinking about my review and if I have met the expectations of my job. I am my own worst critic and tend to hold myself to higher standards than are expected.

But what if you have staff reporting to you? What comes to your mind when you think of conducting staff reviews? Do you have a methodology? Does your staff know how reviews are conducted? How often are they done?

Reviews tend to get a bad rap as many of us have either experienced an unhealthy or unhelpful review and many others have potentially never had a review. And it seems that this is only compounded within church circles. Many friends of mine have said that their reviews are not helpful or have caught them off guard. They haven’t been guided in how to give reviews, or reviews have never happened.

In this post my intent is twofold: to help you understand how reviews are helpful and beneficial for you, and how to conduct reviews for those who report to you. Reviews don’t need to be scary, uneasy, or difficult to conduct. They should be beneficial, encouraging and shaping, and strengthening for all involved.

Be honest.

Whether you are conducting the review or receiving one, honesty is paramount. If you disagree with something that is said, share it. If you’re providing feedback, be clear and transparent. These moments don’t need to be combative or critical, but by providing honest and clear insight and critiques you and your staff will grow and flourish. When we aren’t honest or beat around the bush, it causes a lack of clarity and leads to tensions, frustrations, and unmet expectations.

Have clear expectations.

Expectations are a must for anyone conducting or receiving a review. Clearly articulating what is expected and needed from the person receiving the review allows them to know how to best perform and excel at their job and in its functions. When the person receives those expectations, they know how to grow and mature in their role and they clearly know what their next review will focus on. If you are the one administering the review this allows you to lead well and hold your team accountable for the expectations you have set. This also helps there to be clarity and no unmet expectations for the reviewer or the reviewed.

Set up a timeline for reviews.

When it comes to holding reviews for your team, communicate your rhythm for conducting them. A good metric for new staff is to do a 90-day review, a six-month review, and then an annual one. For staff that has been with you for more than a year, conducting annual reviews is a great way to continually walk with your team. However, you may find it better to host six-month reviews because it allows you and your team to focus on or reset expectations. Whatever your rhythm looks like, let me encourage you to honor it and be consistent. Nothing tells a staff member that they don’t matter like not giving them a review. While they can be intimidating, not getting a review devalues someone and takes away their dignity and worth. So be consistent with offering reviews and keeping to your rhythm.

Communicate clearly.

Whether you are receiving a review or conducting the review, be sure to communicate clearly and concisely. A productive review process should allow both parties to be honest and clear with what they are saying, hearing, and acknowledging. Being clear and concise means that everyone is on the same page with what is being shared. It doesn’t mean everyone agrees but it does mean everyone is heard and their words are valued and received.

Highlight strengths and areas for improvement.

A good review highlights both strengths and growth areas. Everyone always has areas in which to grow, and a good review will not only indicate those areas, it will provide opportunities to take action steps and develop those areas. A good reviewer will also be kindly honest about growth areas rather than trying to sugarcoat them or act like everything is perfect. When you highlight the strengths of the person being reviewed, make sure to celebrate the wins and ways in which they used their strengths well.

Listen well.

One of the best things you can do in a review, regardless of whether you are receiving or administering it, is to listen to what is being said. The key to listening well is not to listen for faults or issues, but to listen for what is truly being said. Engaging in active listening helps you to truly understand what is being said as you look for key things and ask follow-up questions to gain clarity. If you are told you need to show up on time, a good response would be to ask if you had not already been doing so or to clarify what on time means for your supervisor as it may look different.

Another aspect of listening well is that it highlights the value and worth of the other person. It shows intentionality, care, and a desire for authentic community which are all hallmarks to a successful ministry.

Ask questions.

A good review allows for both the reviewer and the person being reviewed to ask questions. A reviewer will ask follow up questions, questions to guide reflection and perspective, and questions to clarify that both parties are on the same page. When someone is being reviewed, they should ask questions to clarify what is being shared and also to find ways to improve based on critiques and guidance.

Be relational and show care.

This is a fine line when it comes to a review because you must balance the professional relationship and the personal relationship. There is a professional responsibility for a supervisor to supervise, but due to working in a church environment, we should also care about the individual at a deeper, more relational level. You shouldn’t sacrifice one for the other, but instead seek to balance them well. This means not just indicating areas of improvement but also helping them to grow and walking with them in it. This approach also allows you to speak truth but in a loving and honest way that highlights how you are for the person. This will also help the person receiving the review to feel the permission to speak honestly and directly with their supervisor in an effort to gain clarity and direction.

Pray for them.

I think prayer is something we should incorporate into our daily rhythms and into the review process. When we pour into our team and are relational, we get to know more about them beyond simple job performance or functionality. We get to know them on a personal level which means we have an opportunity to be for them, and a great way to embrace that is through prayer.

Pray for them during the review process, but don’t make it a holier-than-thou type of prayer. Make it authentic and relational. Don’t focus simply on the job, but ask how you can pray for them now and over the next period of time. Doing this will not only help to strengthen relational rapport, it will allow you to embrace the leadership God has given to you as you truly shepherd those He has placed under your care.