Here's how you can align performance evaluations with company values and culture in small businesses.

- 🎯 Define values. Clearly define what your company values are and how they should guide every decision. - 🌟 Align evaluations. Ensure performance evaluations reflect these values, emphasizing behaviors and outcomes that align with them. - 📣 Communicate. Regularly communicate company values to all employees to reinforce their importance. - 📊 Set metrics. Develop specific, measurable performance metrics that are directly linked to the company’s values. - 🤝 Foster culture. Cultivate a company culture where these values are demonstrated and rewarded in everyday activities.

Small biz, big impact! Reviews shouldn't be snooze fests. Here's your compass to align them with your company's heart and soul: Values in Action: Don't just preach values, assess how employees embody them in daily work. Does their hustle reflect your #grind mentality? Feedback Fiesta: Make it a two-way street! Get employee input on how to better live the company culture. Celebrate the Wins: Highlight how their achievements contribute to the bigger mission. Show them they're not cogs, but star players! Remember, evaluations are a dance, not a solo act. Now, go forth and create performance reviews that sing the praises of your company culture like a team of enthusiastic karaoke singers! (Just, you know, with a bit more professionalism.)

Value definitions actually work better if it includes inter-active participation of representatives from all level of employees. Adherence to values get higher and permanent as long as reasoning behind the content of value and concrete behavioral symptoms are truly and clearly defined besides well communicated. Furthermore, Top-bottom way and Hierarchical style of value setting is hard to internalize within the corporate culture thus could carry risk to simply stay as an artificial motto serving only marketing. Well-decided Values are a unique combination of heart and brain business which inevitably require collaborative team work and inclusive leadership.

Concordo e acredito que além disso, precisam transformar valores em ações concretas e é um passo fundamental para construir uma empresa sólida e respeitada tanto internamente quanto no mercado.

Values reflect the culture of your organization - the rules of the road and the lens through which the company is guided. These are important for performance but more applicable to the hiring/retention question than the ongoing performance. Leadership needs to provide more concrete expectations, evaluation methods, and support mechanisms to ensure they are doing their part in supporting the teams in their pursuit of excellence.

“What get measured get managed but what gets reported improves dramatically” For each function there should be 1-3 metrics that represent the core driver of value. If someone cannot explain how they are contributing to the goals of the company with the applicable metrics then they have not been given clear guidelines. In my experience, the metrics leadership focuses on - and incentivizes - gets prioritized.

In small business, as I learned first hand, the feedback loops are typically too long. Imperfect data reported is better than perfect data unreported. There is a 3 step process to follow 1. Decide on the metric and target number 2. Define the terms (ie how we define a lead, a prospect, a churned client, etc) so every dept speaks the same language. 3. Pick the duration of reporting. Many wait too long, try for <48 hour delay Tip: make sure only 1 person is responsible for reporting a metric so they can be accountable and the go to party to fix any errors that arise. Speed is king in iterating on processes.

Different people value different methods of approval. 1. Quiet recognition - typically in a 1:1 and verbally presented. Most importantly they feel seen and valued. 2. Public recognition - in a company setting or in front of their team. They value the feedback from others around them. 3. Physical rewards - they value financial or tangible rewards such as bonuses or gifts. Know your team and which each prefers - keep a note in the employee profile with tastes and preferences for random rewards which are more highly valued than expected rewards (ie quarterly or annual bonus times)

I have said it before , and I will say it again: Nothing is more important than sales. Sell first, figure out everything later.