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(U) The Bald Truth: P3 & Promotion Feedback
FROM: Charles H. Berlin III
SID Chief of Staff
Run Date: 12/11/2003
(U) Providing constructive criticism to our
employees is a tough job for leaders at all levels.
The fact is, one of the biggest problems is selfinflicted. I have heard an occasional leader whine about how it is
hard to criticize someone when they did not know what they were
supposed to do. Well, duh, whose fault is that? I am constantly
amazed by the last-minute nature of our evaluations and the lack
of effort early in the process.
(U) The main thing to do is start early and modify as needed. You
know, the old living document idea. First of all, have that
counseling conversation with your subordinates when the plan is
created, not when the evaluation is due. Think about the kind of
things the person would need to do to be thought of for promotion
at this point and cook up some stretch goals to help that process.
Most motivated employees want to know what they have to do to
get to the next level, and this is the way to get that out in the
open.
(U) While this is primarily a leader responsibility, the employee has
a part, too. Drafting the P3 plan is a chance to influence the action.
It is not impossible for you to propose some stretch goals for
yourself - especially in professional development. Don't you know
where you need work? Additionally, drafting your P3 plan is an
exercise in strategic thought and visioning. You will need this skill
as you rise up in the organization. Practice it now by envisioning
the next year and understanding the organizations goals and
picturing where you can make the best contribution. Leaving room
for change is also a good idea.
(U) The second problem with these plans is that they were not kept
up to date with regard to the changes we see every day. This is
easily fixable, too. As the commercial says, "Just do it!" As we head
into the promotion/compensation decision cycle next month, most
of the attention will be focused on the 2003 P3 evaluation and not
the P3 plan for 2004, but don't let it get behind.
(U) Meanwhile, I have heard some more whining about the onerous
administrative burden of the P3 evaluations. Not too much
sympathy here. As you know, we are trying hard to automate this
to make it easier to write up, but there is no program to generate
content. This is still the leader's responsibility. Yes, I know, many
of you are asked to draft your evaluation, too. Again, think of this
as a marvelous opportunity to influence the outcome (as long as
you realize it is just a "suggestion" for the boss to consider).
Mostly, the onerous nature of the whole thing is due to the lastminute nature of your process.
(U) Remember, it's the "One-Minute Manager" not the "LastMinute Manager".
SERIES:
The Bald Truth
1. The Bald Truth:
Technical Leadership
2. The Bald Truth: The
Sweet Conspiracy
3. The Bald Truth: P3 &
Promotion Feedback
4. The Bald Truth:
Helping Your Leaders
Make Decisions that
Stick
5. Letters to the Editor:
Helping Your Leaders
Make Decisions that
Stick
6. Letter to the Editor:
Helping Your Leaders
Make Decisions that
Stick
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without the consent of S0121 (DL sid comms)."
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DERIVED FROM: NSA/CSSM 1-52, DATED 08 JAN 2007 DECLASSIFY ON: 20320108