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Done right, a performance review is one of the best opportunities to encourage and support high performers and constructively improve your middle- and lower-tier workers.

Kathryn Minshew

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Kathryn Minshew
Age: 39
Born: 1985
Born: October 30
Business Executive
New Jersey
United States
Performances
Review
Right
Workers
Performers
Middle
Reviews
Support
Encourage
High
Lower
Improve
Opportunity
Performance
Constructively
Best
Opportunities
Tier
Done

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The best cover letters I've read are from people who have a passion for my company, and can make that passion come to life on a page. The letters that make me say, 'Yes! This person really gets it.' Because, at the end of the day, I want to hire people who already get it. Most hiring managers do.
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What do I want to do with my life?
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Call it nature or nurture, there are differences in how men and women approach professional conduct, and facing these issues head-on will make us all more equipped to succeed.
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One of the top causes of startup death - right after cofounder problems - is building something no one wants.
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Launching a start-up, you need to get a lot done quickly. Every day is different. Everyone pitches in with everything. It's easy for the founding team to say, 'We're flexible. We all help out with everything!' But when it comes to making decisions - that flexibility can spell inefficiency and disaster.
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I've learned I'm rarely able to stay at home and not work. If I try to 'just sit on my couch for a little while,' I am going to grab my laptop and just knock out a few more emails, or start sketching up some product ideas for TheMuse.com. So when I want time off, I schedule dinners out, movie outings, and on occasion a flight lesson from Groupon.
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Much-derided chick lit, chick flicks, and chick magazines have left ambitious women in a bind. Why is it that I, a young woman, can read GQ, enjoy Fight Club, and subscribe to Thrillist, while the idea of a guy doing the same with Glamour, 27 Dresses and Daily Candy is nearly unheard of?
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I had been a veteran of pretty challenging job searches, so I knew firsthand how frustrating, confusing, and demoralizing the job search process can be. Even after you get a job, many people join companies and discover in the first couple weeks that they aren't a good match with the personality and values of the company.
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Most weeks, I work 100-plus hours on TheMuse.com. There are definitions of 'work-life balance' that would say I have none.
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It's fantastic to be known as a company that responds quickly to users, shares great resources and friendly banter with them over Twitter, and forges relationships on Pinterest, Facebook, and every other social media site out there.
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Starting a business isn't for everyone, and it's not what you should do if you aren't sure what else to do. It requires thick skin and the willingness to carry a great deal of stress, sometimes alone. It's more often a life of failure than a life of success, and the majority of successes came after a long road of disappointment, and often shame.
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Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.
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So many of my rookie mistakes could have been avoided by first-hand exposure to other, more experienced technology entrepreneurs.
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Thinking big is only one part of being a successful entrepreneur.
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Keeping a 'CEO blog' or 'founder's blog' can be a great platform for engaging your users in a nontraditional way, reaching people outside of your product pitch and building rapport without selling them anything except a belief in your ideas.
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My first company failed completely. And it failed at about ten months old. I had about 12 months of savings, so when it failed I was thinking: 'Do I go back to work?' And at that point I believed so deeply in what I was doing that I couldn't imagine anything else other than trying to make this business work.
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Sure, you're an intelligent and highly capable individual, and you are learning a lot on the fly as you build your company. But you also need to come to terms with the fact that there are things you have chosen not to be an expert in.
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If you're able to arrange a trial period with a new hire, do it. It will give both of you a chance to make sure the position is a good fit - and can help you avoid being in the awkward situation of wanting to fire someone three or four weeks in.
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Understanding your employee's perspective can go a long way towards increasing productivity and happiness.
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Sure, it's fun to chat with people with interesting backgrounds who seem to have a passion for your company. But a job interview is not a friendly chat. You need to determine whether candidates, can they really do the job. So ask them to prove it.
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