Fresh Perspective on the Performance Review

With the exception of parenting two high-spirited boys, I have found nothing more rewarding than my 15 years of entrepreneurial experience at Strategic Communications Group (Strategic). For that reason, I encourage any professional when they are at an appropriate point in life to take the plunge and start their own venture.

When asked about lessons learned from Strategic’s formative days, I typically provide two suggestions:

1. Do not underestimate the time, intensity and passion required to get a business off the ground and maintain momentum during the initial three to five year period when the company is in its most precarious position; and

2. Never name the company after yourself.

I realize this second piece of advice is in conflict with the branding methodology of a myriad of successful professional services firms.

Plus, most entrepreneurs have a rather high opinion of themselves and their capability. It’s a required personality trait to be able to slog through the setbacks any venture is bound to experience.

However, you learn rather quickly that for any company to achieve its potential the founder and owner must set their ego aside. I won’t go as far as to imply that a corporate head works for the employees. Rather, the mission is to find a balance between your needs, the goals of the organization and the professional desires of your colleagues.

This week I am sitting down one-on-one with each member of Strategic’s senior team to discuss the accomplishments and challenges of 2009, share my thoughts on their performance, and chart out the intersection between their professional objectives and our corporate goals.

I love speaking with prospects, strategizing with clients and Strategic’s agency-wide creative brainstorming sessions. Yet, this personal interaction – the so called annual performance review -- is most important component of my job.