Getting the most out of your performance review – Writing Your Self-Assessment - Tip #1
Like them or not, annual performance reviews are a staple of many company cultures. Often the employee is required to prepare a self-assessment. “I always try to do high quality work” is a common self-assessment response – but it’s worthless! (The problem is that anyone can make that claim. You need to differentiate yourself!) Instead, open with an action word and quantify the impact you had; writing a self- assessment is akin to writing a resume – similar advice applies.
For example, “Simplified the process for analyzing failed assemblies resulting in 32% faster throughput and 20% improvement in the accuracy of the analysis findings.” To get the most out of your annual self-assessment, be specific and memorable. Provide evidence of your achievements so that you stand out. Give your manager something tangible to work with when they’re advocating on your behalf.
Personally, I’m a fan of the annual review. All year we’re buried in issues; it can be hard to see the effect our efforts are having. Taking some time to reflect on the year’s accomplishments puts everything in perspective; we can see that all those daily steps and frustrations have added up to result in a real impact. Reflection also helps us recognize those areas where things fell short, which can be useful in identifying project goals and skills to work on in the coming months.
The key take-away here: Specific, noteworthy examples of accomplishments not only make us feel good, but they maximize our chances of a good review from management, and hopefully a nice raise as well.
Stay tuned for more annual performance review tips.

Over the years we’ve been exposed to Six Sigma, Juran, Deming PDCA, 8D, Dale Carnegie, A3, Shainin, and more. Each technique works pretty well, and has been demonstrated many times in a wide variety of industries and circumstances. At the core they are all essentially the same!
Each approach relies on an underlying logical flow that goes like this: [a] make sure the problem is clearly defined; [b] be open to all sources of information; [c] vet the information for relevance and accuracy; [d] use the process of elimination to narrow down all possible causes to the most likely few; [e] prove which of the suspects is really the cause of the issue; [f] generate a number of potential solutions; [g] evaluate the effectiveness, feasibility and risk of the potential solutions; [h] implement the winning solution(s); and [i] take steps to make sure your solution(s) don’t unravel in the future.
The differences between the paradigms resides in supplementary steps and toolkits. For example, 8D contains the important “In

Your primary role as a manager is to ensure your team’s success. Internalize this. Make sure your team members know this. Build an environment of trust and collaboration. A direct report of mine would frequently leave me out of the loop as problems escalated, preferring instead to “work harder”. It was clear that he felt uncomfortable delivering bad news to me (his boss) when things were not going according to plan. Let me tell you the rest of the story.