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BEP 76 ADV - Performance Appraisals 2: Setting Goals

This is the second in a two-part series on performance appraisals. In the first, we
covered giving feedback. In this episode, we will discuss setting goals.

The American poet Carl Sandberg once said, “Nothing happens unless first we
dream.” To this we can add the words of time management expert Diana Scharf
Hunt: “Goals are dreams with deadlines.”

To reach our dreams, it’s necessary to set goals. Without goals, there is no change,
no development, no success. This is just as true for an individual as it is for an
organization. That’s why, along with feedback, goal setting is a very important part
of the appraisal process. So in this follow-up episode on job appraisals, we’ll be
focusing on strategies and expressions for setting goals during the appraisal
interview. Much of the language we’ll be learning in this episode is also useful in
any meeting where we need to discuss and set targets.

Wendy and Derrick, Wendy’s

manager, have already discussed
her progress and set goals for the
areas of customer satisfaction and
job training. As the listening
continues, they turn to talking
about two important productivity
measurements.

As you listen, pay attention to the

language that Derrick uses to
structure the conversation and to
negotiate and agree goals with
Wendy.

Try to answer the following questions. The answers will be posted in a few days at
www.businessenglishpod.com:

Listening Questions

1) What are the two important productivity measurements that Derrick discusses
with Wendy?

2) How does Derrick feel about Wendy making one-off (special) solutions for each
customer?

3) What does Derrick advise Wendy to tell a customer who has not booked enough
bandwidth?

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

Vocabulary

To bump it up: To increase something. Sometimes we say, “bump it up a notch,”

or, “bump it up to the next level.” “We’re obviously not being competitive enough
in this market, so it’s time to bump it up a notch.”

To rush into it: To hurry too much. “It’s better to plan carefully instead of rushing
into this kind of thing.”

That’s that: This is an expression used to indicate that a topic or task is finished or
completed. “Great! That’s that. Now, let’s move on to the next topic.”

To go the extra mile for someone: Idiom. To put in extra special effort for someone.
“Maxine always goes the extra mile for the customers.”

To rig something up: To set something up, often improvised. “Since we couldn’t get
the documents to print on the network, we rigged up a printer directly to my
computer.”

To jury-rig something: This means to build a temporary, improvised solution.

“When the equipment failed, Alice found a way to jury-rig it so we could keep
working.”

One-off solutions: A special solution that cannot be applied to anyone else. “We
specialize in tailor-made, one-off solutions that cater directly to your needs.”

Stats: Short for “statistics.” “Michael Jordan had some of the best stats in the
history of basketball.”

Star performer: Top performer. “Ever since she started working here, she has been
doing very well; she really is one of our star performers.”

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

Dialog

Derrick: Great. We’ve agreed on your training plan. Let’s just talk about your
productivity goals, and then we can wrap it up.
Wendy: All right.
Derrick: Starting with meetings per day. I think we can bump it up to 12.
Wendy: I know I can do 14.
Derrick: Yeah, but there’s no need to rush into it.
Wendy: All right, so 12 meetings a day.
Derrick: Great. That’s that. Okay. Now, average time per meeting. Currently,
you’re at 33 minutes per meeting. That must feel like a lot of work.
Wendy: Sure. I really like to go the extra mile for my customers.
Derrick: But that’s not always a good thing.
Wendy: Really?
Derrick: Well, I’d much rather see you be steady and consistent. Like the other
day, your team leader said you rigged up a special system.
Wendy: Yes. The customer hadn’t booked enough bandwidth, so I jury-rigged it.
Derrick: Hmm. I can tell you’re already really good with the equipment, which is great.
Wendy: Yeah.
Derrick: But we just can’t be doing one-off solutions like that all the time. The
customer learns to expect it, and efficiency goes down.
Wendy: Yes, I guess so.
Derrick: We end up spending too much time on the calls, and it’s hard on you too.
Wendy: So I should just say sorry?
Derrick: Yeah. Be polite, but be firm. The give them the option to rebook and hold the
meeting later, or hold it now with reduced bandwidth. Then move on to the next call.
Wendy: Okay.
Derrick: So overall, I’d like to see a reduction from your current average of 33
minutes per call to just 15 minutes per call.
Wendy: 15 minutes! Wow that’s fast.
Derrick: Yes, but I know you can do it.
Wendy: Okay, I’ll do my best.
Derrick: Great… with stats like this you’re going to be a star performer. Your team
leader thinks highly of you. And I’m confident you’re going to be a key member of
the team.
Wendy: Thank you.
Derrick: Good. Now, let’s schedule the next review…

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

Debrief

While setting goals, Derrick’s uses positive language to maintain a good

atmosphere; meanwhile, he continues to skillfully deliver his feedback to Wendy.
Let’s take a closer look at the strategies and expressions he uses.

First, did you notice how Derrick is careful to maintain a clear structure in the
conversation?

Derrick: Great. We’ve agreed on your training plan. Let’s just talk about your
productivity goals, and then we can wrap it up.
Wendy: All right.

Here Derrick is using the type of signposting language that we studied for
presentations in BEP 102. He is always careful to make it clear to Wendy (and to
himself) what they have already talked about and what they are going to talk about
next. Maintaining a clear structure is important to a successful appraisal.

Now, what is the first productivity goal they deal with?

Derrick: Starting with meetings per day. I think we can bump it up to 12. Setting
targets.
Wendy: I know I can do 14.
Derrick: Yeah, but there’s no need to rush into it.
Wendy: All right. So 12 meetings a day.

Here Derrick and Wendy are negotiating the goal. Derrick uses idiomatic language
to negotiate the goal both upwards…

Derrick: …I think we can bump it up to 12.

And downwards…

Wendy: I know I can do 14.

Derrick: Yeah, but there’s no need to rush into it.

Let’s study more examples of language you can use to negotiate the goal upwards
and downwards. Starting with upwards…

• I think it’s time to ramp it up a little bit.

• This is an area where we can boost our efforts.
• It’s time to take it to the next level.
• I think we can raise the bar on this one.

The last expression, “to raise the bar,” comes from the track and field sporting
activity, the high jump. This is the event in which you try to jump over a raised bar.
In the business context, to raise the bar means to set a higher goal.

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

How about expressions for negotiating the goal downwards?

• I’d say let’s just ease into this.

• Remember the old saying – “Slow and steady wins the race.”
• I think we should take it one step at a time.

All of the expressions we just studied are great informal, idiomatic expressions for
negotiating the goal upwards and downwards. Informal, idiomatic language sounds
friendly, and helps keep the atmosphere non-confrontational, that is, helps keeps
the meeting from becoming a battle or a fight.

To end the first topic, Derrick uses another signpost:

Derrick: Great. That’s that.

We can say “that’s that” when a topic is finished or decided.

Now, what is the second productivity goal that Derrick wants to talk about?

Derrick: Okay. Now, average time per meeting. Currently, you’re at 33 minutes
per meeting. That must feel like a lot of work.
Wendy: Sure. I really like to go the extra mile for my customers.
Derrick: But that’s not always a good thing.
Wendy: Really?
Derrick: Well, I’d much rather see you be steady and consistent.

Wendy is obviously enthusiastic about her work. But from the business point of
view, this enthusiasm causes her efficiency to go down, which means the company
loses money. So Derrick wants Wendy to spend less time on each meeting in order
to increase her all-around productivity. Derrick’s challenge is to communicate this
idea to Wendy without demotivating her, that is, without damaging her motivation
or morale.

The first step for Derrick is to introduce the idea by hinting at it –

Derrick: … Currently, you’re at 33 minutes per meeting. That must feel like a lot of
work.

Actually, as is often the case, what is good for the employee is also good for the
company. Derrick focuses on the benefit to Wendy of changing her behavior –
which is she can make her work easier.

Next, he states his idea more directly by using a form of diplomatic criticism. When
Wendy says she likes to go the extra mile, that is, put in extra effort for her
customers, Derrick says…

Derrick: But that’s not always a good thing.

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

In this sentence “but” and “not always” act as softeners, just like those we’ve
studied in other episodes on diplomatic language, such as BEP 24 or BEP 70.

What are some other ways to introduce diplomatic criticism?

• Actually, though, there may be one or two problems with that approach.
• To be honest, there’s another side to this as well.

Another great way to handle diplomatic criticism is to use the “although” structure,
which we have studied as a method for diplomatic disagreement in BEP 29: We can
put our criticism in the “although” part of a sentence, then put a positive comment,
to act as a softener, in the main part of the sentence.

• Although you need to pay more attention to details, I can tell you are really
enthusiastic about your work. That’s good.

Back in the dialog, Derrick is very careful to give a specific example of what he
means. As we discussed last time, base your feedback on real examples.

Derrick: … Like the other day, your team leader said you rigged up a special
system.
Wendy: Yes. The customer hadn’t booked enough bandwidth, so I jury-rigged it.
Derrick: Mm hmm. I can tell you’re already really good with the equipment, which
is great.
Wendy: Yeah.

The expression “rigged up” and “jury-rigged” refer to improvising something, that
is, making something up – creating an original or innovative solution. Derrick
emphasizes the positive aspect of this, which is that Wendy obviously is “already
really good with the equipment,” that is, her technical skill level is high. But how
does the dialog continue?

Derrick: But we just can’t be doing one-off solutions like that all the time. The
customer learns to expect it, and efficiency goes down.
Wendy: Yes, I guess so.
Derrick: We end up spending too much time on the calls, and it’s hard on you too.

Again, Derrick is placing the emphasis on the benefit to Wendy of changing her
behavior. In addition to letting her know the business case for spending less time on
meetings, he has underlined that doing so will also be easier for her. What’s next?

Wendy: So I should just say sorry?

Derrick: Yeah. Be polite, but be firm. Give them the option to rebook and hold the
meeting later, or hold it now with reduced bandwidth. Then move on to the next call.
Wendy: Okay.

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

“To be firm” means “to be strong” – not to easily change your mind. Derrick is
taking this opportunity to train Wendy, reminding her of the principal of always
giving the customer more than one option.

How does the dialog continue?

Derrick: So overall, I’d like to see a reduction from your current average of 33
minutes per call to just 15 minutes per call.
Wendy: 15 minutes! Wow that’s fast.

In this segment, Derrick clearly states his goal for Wendy. Sometimes, as a boss,
you don’t need to be negotiating the target – you just need to state it. What are
some other ways to state your expectations?

• I expect you to get 20 more orders by the end of the year.

• What I need from you is a commitment to increase your sales by 10%.
• It’s very important that you work hard to achieve this goal.
• Can you make sure you remember to punch out your timecard every day.
• Let’s try to improve your customer satisfaction rating to 95%.
• I want you to reduce the number of failed meetings to one per month.

After stating a clear goal for Wendy, Derrick follows up showing confidence in her
ability to achieve it.

Derrick: Yes, but I know you can do it.

Wendy: Okay, I’ll do my best.

Can you think of more expressions to show your confidence?

• I know you’ll succeed.

• I have a lot of faith in you.
• I’m confident that you’ll impress us.
• You’re gonna do great.
• You’ve got what it takes to succeed.

How does the dialog end? To finish up the performance appraisal, Derrick ends with
more confidence-building language to boost, or raise, Wendy’s morale.

Derrick: Great… with stats like this, you’re going to be a star performer. Your team
leader thinks highly of you. And I’m confident you’re going to be a key member of
the team.
“Stats” is short for “statistics,” by which Derrick is referring to Wendy’s KPIs or key
performance indicators. He is sure that when she reaches her goals for the next
appraisal, she is going to be counted among the team’s “star” or best performers.

As we’ve seen throughout this episode, it’s not enough simply to set goals. We also
have to manage the employee’s expectations and emotions. Derrick is showing us
that in addition to giving feedback and setting goals, a third very important goal of
the performance appraisal is to create and nourish in your employees a positive
attitude toward their work.
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BEP 76 ADV – Performance Apprais als 2: Setting G oals

When we’ve finished the appraisal, it’s important to schedule the next meeting.

Wendy: Thank you.

Derrick: Good. Now, let’s schedule the next review…

Now it’s your turn to talk. We’re going to practice stating expectations to an
employee. Imagine you are a manager at ConStar. You’re holding a series of
performance appraisal interviews. You’ll be hearing several cues. Each cue tells you
the name of an employee and your goal for him or her. Based on each cue, create a
couple sentences in which you set the employee’s target. For example, if you hear,
“Sandra – increase meetings per day 30%,” first you might use an expression to
negotiate the goal up, like, “Sandra, I’d like to raise the bar.” Then, you need to
state your expectations, for example by saying, “I expect you to increase meetings
per day by 30% in the next six months.” In other cues, you may also need to use
expressions for negotiating the goal down, for example, “ease into it,” and “take it
one step at a time.” Are you ready? Let’s give it a try.

Cue 1: George – increase customer satisfaction rating from 78% to 90%.

Learner:

Cue 2: Max – reduce meetings per day from 17 to 14.

Learner:

Cue 3: Cindy – reduce the number of failed meetings to one per month.
Learner:

Cue 4: Nora – increase time per meeting from 7 minutes to 15 minutes.

Learner:

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

How did you do? Let’s listen to some examples. Remember, though, that many
different answers are possible for each question.

Cue 1: George – increase customer satisfaction rating from 78% to 90%.

Answer: George, it’s time to ramp it up a little. I want you to improve your
customer satisfaction rating from 78% to 90&

Cue 2: Max – reduce meetings per day from 17 to 14.

Answer: Max, I think we should take it one step at a time. Can you reduce your
number of meetings per day from 17 to 14?

Cue 3: Cindy – reduce the number of failed meetings to one per month.
Answer: Cindy, I’d like to raise the bar. Let’s reduce your total number of failed
meetings to just one per month.

Cue 4: Nora – increase time per meeting from 7 minutes to 15 minutes.

Answer: Nora, remember the old expression – slow and steady wins the race.
What I need from you is to increase time per meeting from 7 minutes to 15
minutes.

It’s good to go back and do the practice again. This time substitute different
language to build fluency.

That concludes setting goals in a performance appraisal. In this episode, we’ve

studied language for negotiating targets, criticizing diplomatically, stating your
expectations clearly, and boosting morale by showing confidence. We’ve seen how
an important part of the appraisal process, in addition to giving feedback and
setting targets, is to foster in employees a positive attitude towards their work.

Be sure check out the study notes for this and other episodes, which you can
access at www.businessenglishpod.com. There you’ll find a complete transcript,
vocabulary explanations, and language practice. In addition, take advantage of our
online learning center, which has many more great language exercises. That’s
www.businessenglishpod.com.

Thank you for listening!

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BEP 76 ADV – Performance Apprais als 2: Setting G oals

Study Notes

Exercise A – Negotiating the goal upwards and downwards

To review language for negotiating the goal upwards and downwards, put the
following jumbled sentences back into the correct order.

1) up I it to ramp it a bit little think time

2) think should we one take it at step time a I
3) is area an we where boost can efforts our this
4) I let say ’d ease just this into ’s
5) it to time it take the ’s to level next
6) slow old race steady and saying wins the the remember
7) think I this we the on bar one raise can

Exercise B – Showing confidence and stating expectations

Fill in the blanks with words from the box to review phrases for showing confidence
in your employees.

succeed faith commitment impress sure

takes improve achieve expect great

1) I __________ you to get 20 more orders by the end of the year.

2) I know you’ll ____________ .

3) What I need from you is a ___________ to increase your sales by 10%.

4) I have a lot of __________ in you.

5) It’s very important that you work hard to ____________ this goal.

6) I’m confident that you’ll ___________ us.

7) Can you make ___________ you remember to punch out your timecard
every day.

8) You’re gonna do___________ .

9) Let’s try to ___________ your customer satisfaction rating to 95%.

10) You’ve got what it ___________ to succeed.

Study Strategy
Imagine you are giving a performance appraisal to your boss. What kind of
feedback will you give to him or her? What kind of goals will you set? Prepare a
dialog using the language, structures and strategies we have studied in this two-
part series. When you’re finished, you may wish to record your dialog together with
a friend. Then you can listen to see how you sound. Be careful though – don’t let
your boss find out!
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BEP 76 ADV – Performance Apprais als 2: Setting G oals

Answers

Exercise A – Negotiating the goal upwards and downwards

1) I think it’s time to ramp it up a little bit.

2) I think we should take it one step at a time.
3) This is an area where we can boost our efforts.
4) I’d say let’s just ease into this.
5) It’s time to take it to the next level.
6) Remember the old saying – “Slow and steady wins the race.”
7) I think we can raise the bar on this one.

Exercise B – Showing confidence and stating expectations

1) I expect you to get 20 more orders by the end of the year.

2) I know you’ll succeed.
3) What I need from you is a commitment to increase your sales by 10%.
4) I have a lot of faith in you.
5) It’s very important that you work hard to achieve this goal.
6) I’m confident that you’ll impress us.
7) Can you make sure you remember to punch out your timecard every day.
8) You’re gonna do great.
9) Let’s try to improve your customer satisfaction rating to 95%.
10) You’ve got what it takes to succeed.

Listening Questions
1) The first is the number of meetings that Wendy handles per day, that is, the
number of customers she helps. The second is the average amount of time
she spends on each meeting.
2) Derrick discourages Wendy from making one-off solutions because doing so
causes efficiency to go down. He would much rather she be “steady and
consistent” than spend a lot of time on any particular meeting.
3) Derrick tells her to be “polite but firm.” He encourages her to give the
customer an option – either rebook or hold the meeting now with less
bandwidth.

Links (click a link to open the exercise)

BEP 76 ADV – Performance Appraisals 2 - Quiz
BEP 76 ADV – Performance Appraisals 2 - Gap-fill
BEP 76 ADV – Performance Appraisals 2 - Dialog & Vocabulary Definitions
BEP 76 ADV – Performance Appraisals 2 - Language Review 1
BEP 76 ADV – Performance Appraisals 2 - Language Review 2
BEP 76 ADV – Performance Appraisals 2 - Language Review 3
BEP 76 ADV – Performance Appraisals 2 - Vocabulary Flashcards

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