1. DEALING WITH ANNUAL REVIEWS' DIFFICULT SITUATIONS
Listening approaches
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During the interview, it is your responsibility to create an environment conducive to communication.
Choose appropriate approaches for each situation if you want to really listen to and understand your
team members.
And feel free to vary your approaches in the same interview!
Rephrase Repeat what you have heard in different words to check that
you have understood.
You are trying to stay as close as possible to the other person's
train of thought and feelings, and render them as faithfully as you
can.
• Given the workload and the number of hours, I think I
deserve some reward.
• You mean to say that, given your results, some form of
compensation should be considered?
Enquire Ask for further details.
You ask the other person for information they have not yet
provided (about certain points they raised or his own personal
opinion).
• What sort of reward did you have in mind?
Interpret Suggest a meaning or an explanation.
You tell the other person what you have understood from what they
have said, and what you think is implied.
• Do you really think reward would speed up production?
Support - Understand Encourage, reassure or play down.
You try to encourage, reassure or console the other person, or play
down the gravity of the situation by taking out the tension.
• That's right, there must be reward for any work done.

2. Dealing with annual reviews' difficult situations
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Decide - Advise Tell the other person what they should think or do.
You tell, suggest, advise or order the other person to do
something.
• I've made a note of what you've said and I'll bear it in mind.
That said, there may be different ways of rewarding your
efforts.
Judge - Assess Express strong involvement by saying what you really think
(good/bad, agree or disagree).
You make a value judgement on what the other person says,
thinks, does or feels.
• You've done no more than achieve your individual and
collective objectives.