Circles of influence

Category: Editorial

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We have an excellent appraisal system in our Employee Development Pack based on a pre-appraisal document. My philosophy is that there are two difficulties with an appraisal: -

an imbalance of power

forgetting to cover key points

We address these by asking the appraisee to complete a form a few days before the appraisal. The appraisal then becomes a discussion about the contents of the form, rather than a face to face dialogue. The form effectively becomes a third position of the conversation.

It is likely that the exact role being fulfilled by an individual will have changed between appraisals. Apart from changes in the situation, the individual is likely to have grown, gained more experience and competence.

So, immediately following a review of the individual's role in contributing to the organisation's objectives, the appraisal starts with two key questions about the appraisee's circle of influence: -

Describe the main responsibilities of your job. Are you sure of the exact boundaries of your job?
- To whom do you report?
- Who reports to you?
- Is there an overlap - two people believing they are responsible for a certain area of work?
- Is there any uncertainty - areas where you are not absolutely sure whether this item is your responsibility at all?
- Are there areas not covered - areas for which no-one seems to take any responsibility?
- Are there areas where you believe you could take over responsibility from your manager?
- Who are your customers?
- Who are your suppliers?
- What roles do you play, e.g. team player, advisor, coach?
Are you sure of your exact authority?
- What are the limits of authority in each area of work?
- Are these limits high enough/too high?
- In what areas are decisions left to your discretion
- In what areas do you need more room to use discretion?
- In what areas would you like more room to use your discretion?

Stephen Covey refers to Circle of Influence in conjunction with a Circle of Concern.

We each have a wide range of concerns - our health, our children, problems at work, etc. We can separate these from things in which we have no particular mental or emotional involvement by creating a Circle of Concern.

Inside this circle write everything you are concerned about with regard to your current challenges. Outside the circle you can put things you are not concerned about.

As we look at those things within our circle of concern it becomes apparent that there are some things over which we have no control and others that we can do something about. We can identify those concerns in the latter group by circumscribing them within a smaller Circle of Influence.

So, now draw a smaller circle inside the first one that encircles all those areas of concern where you feel you have influence and control �?? this is your Circle Of Influence.

The relative sizes of the circles suggest the degree to which you believe that you can influence your concerns.

Proactive people focus their efforts in their circle of influence. They work on the things they can do something about, such as their own behaviour, habits and actions.

In doing this, proactive people discover that their ability to influence their concerns actually grows.

Reactive people focus their efforts in their circle of concern. They focus on the weaknesses of other people, problems in their surroundings and circumstances over which they have no control.

In doing this, reactive people discover that their ability to influence their concerns actually shrinks and they end up proving themselves right.

Focus on possibilities in a proactive way and you become more efficient, happier with what you are doing and feel in control of things.

Focus on problems in a reactive way and you find yourself blaming the world, feeling things are against you and acting as a victim.

There is a prayer on the noticeboard in our kitchen: -

God grant me the courage to change the things I can change;
the serenity to accept those things I cannot change;
and the wisdom to know the difference.

A key part in encouraging better performance following an appraisal is to help your staff understand what they can and cannot do - and to push out the boundary.

The coaching notes this week show you how to create a Circle of Excellence in which you can create and access all your powerful states.

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