Use these practical examples of phrases, sample comments and templates for your performance review, 360 feedback survey or manager appraisal. 

The following examples not only relate to people management skills but also Managerial Style, Staff development, Staff growth, Employee growth, Employee performance, employee skill personal development and generally becoming a better manager.

Example Phrases to say:

You’re doing great”:

  • You constantly look for potential talent gaps and you go out of your way to try motivate employees in the right direction. Great job! Lets all learn from your behaviour.
  • You’re really good at delegating key responsibilities to your team members on a rotational regular basis. Your team never seems to be
  • You demonstrate an extraordinary amount of dedication and sensitivity to the needs your employees.
  • Your team members love the appreciation you give them for their contributions and achievements. Great job!
  • The incentive programs you come up with for your employees are effective and well organised. Well done!
  • You’re really are an excellent planner. You have an outstanding ability to plan for both the short term and the long term.
  • It’s really important that your colleagues are all treated the same. You’re really good at showing respect for every team member. Well done!
  • You do an outstanding job at effectively managing our resources and making sure nothing is wasted. Great planner!
  • You’re really good at communicating what it is that you expect your team members to do. You demonstrate that if someone is doing their work really well, you’ll motivate for their promotions. You’re a excellent enabler!
  • You constantly encourage your employees to develop and grow, even though you know you may lose them to another department. Great leader!

"You should think of improvement":

  • When you come across as distant and aloof, it may make your employees feel rejected or abandoned. Try be more accepting and understanding, it’s the mark of a good leader.
  • Be more open to how people approach work processes. If they manage to complete the work on time, it shouldn’t matter how they get there.
  • When you are too result or tactically driven, it can result in your staff being unmotivated and uninterested. Try balance your drive with long term team development.
  • You management style is seen as quite laid back and relaxed. This can be a good management style, however some employees need structure and form to perform optimally. Try be a bit more hands on.
  • Try listen more actively to what your employees are saying. they fear that their questions and problems go unanswered.
  • Try analyse situations carefully and make sure your judgement is sound. Gather as much information as possible before making a decision.
  • Colleagues seem to think that you don’t care about their personal needs. Try have more meetings with them to understand their circumstances.
  • You tend to halt people progressing into leaders themselves. Learn to let go and develop other members of your team.
  • Team meetings are important for communication and collaboration. Encourage your team members to have them more often.
  • Try have more career discussions with your team member. Learning their aspirations can help you build a really effective team. Offer them coaching and make their development a priority.

Tips to improve”:

  • Try catch people when they’re in the process of completing tasks above and beyond their skill sets. Congratulate and praise them for their efforts.
  • When conflicts ensue, work through them to ensure a productive resolution.
  • Delegation is key to staff development and really good for succession planning. Try take a more proactive view of delegation and be more active at implementing a delegation system.
  • When public speaking opportunities present themselves, be more proactive in wanting to present topics. This will go a long way in developing your presentation skills.
  • Remember to remain consistent in your interpretation and application of company policy. Being erratic can cause confusion and disarray.
  • Ask others for open honest feedback to improve on your strengths and identify weak areas.
  • When there are new responsibilities, ask your employees if they would like to assume these roles.
  • Try and recognize individual needs and skills when delegating work to your employees.
  • Whenever there is the opportunity to build trust with one of your team members, try capitalize on these moments.
  • When you have communicated objectives and delegating tasks, set up measurable tools to monitor the delegation. This could be regular check ins, meetings or even email communication.

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