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Task 1. Watch a fragment from a talk by the Daniel Pink, a best-selling author of ‘Drive: The Surprising Truth About What Motivates Us’. http://www.youtube.com/watch?v=9j2aTwNor5k

This extract is about performance reviews. 1. What problems with performance reviews does Daniel Pink mention? 2. What two suggestions does he make?

Notes:

Task 2. Listen and fill the gaps. As you’re working, note the words that were difficult to catch

-t/-d/-k missingwent_on_and_on_and_on

Other words:

vowel missingabout howI /aɪ/

chunk at_the time

(1) ____________ outsource your performance review to managers or bosses or people of formal authority. (2) ____________ . ____________________________would work. ____________ ___________ ____________ performance review.(3) ____________________________________, _____________ your goals -- your learning goals, and your performance goals, okay? (4)____________________________________________________________.(5)__________________________________________________________________. (6) ___________ ____________ stern, but loving, assessment ________________________.(7) ____________________________________? ____________________________________?C r e a t e d b y O l y a S e r g e e v a | F i n d m o r e a t e l t g e e k . w o r d p r e s s . c o m P a g e 2 | 9

(8) _______________________________________________ in performance reviews is, (9)__________________________________________________________________?

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Task 3. Cover the transcript. Your teacher is going to play this part of the video sentence by sentence. Listen to the sentence and share what you caught with your partner. Then listen again, read the sentence and underline what you didn’t catch.

So that you see this -- sometimes people will say, "It's too weird to call myself into the office.50:10I'm not going to have this secret conversation with myself. But I will have it with a peer. Or I will have it with two peers or three peers or four peers."

And so, you see this less inside of organizations but more among people who are self-employed or small entrepreneurs who will fashion these groups and meet monthly and say -- So, Court, Patsy, and I meet.50:30And I say, at the beginning of the month, I say, "Listen, Patsy and Court, here's what I'm hoping to do this next month". 50:36"Okay, great. Maybe think about this, that, the other thing," they say to me. They tell me what they're trying to do in the next month. At the end of the month, we meet.50:41We sit down informally. Have some coffee. "Okay, how'd you do?" "Well, I didn't quite make those sales calls." "Why not, Court?" Hold you accountable a little bit. Give you feedback.

Task 4. Discuss in pairs: would the approach that Daniel Pink suggests work for you?

Task 5. Match the highlighted expressions with their definitions.

Now, we all know that that is actually not the best mechanism for providing feedback. What's wrong with it as a mechanism for providing feedback? It's too late. Very good. Your first name was -- Patsy. Patsy says it's too late. What's another flaw in that? It's tied to the money. That's a good point. What about the session itself? It doesn't work very well. As Patsy said, it's too late, and it's also too infrequent. Think about an athlete. Athletes get feedback all the time. Serena Williams doesn't have a biannual performance review, you know? ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Do not outsource your performance review to managers or bosses or people of formal authority. Take it back. And here's how it would work. Basically, a Do It Yourself performance review. At the beginning of a month, set out your goals -- your learning goals, and your performance goals, okay? Set them out at the beginning of the month.~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~And then, at the end of the month, call yourself into the office. Give yourself a stern, but loving, assessment of how you're doing. Where are you making progress? Where are you falling behind? C r e a t e d b y O l y a S e r g e e v a | F i n d m o r e a t e l t g e e k . w o r d p r e s s . c o m P a g e 4 | 9

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~And I say, at the beginning of the month, I say, "Listen, Patsy and Court, here's what I'm hoping to do this next month". "Okay, great. Maybe think about this, that, the other thing," they say to me. They tell me what they're trying to do in the next month. At the end of the month, we meet. We sit down informally. Have some coffee. "Okay, how'd you do?" "Well, I didn't quite make those sales calls." "Why not, Court?" They hold you accountable a little bit. Give you feedback.

1 decide what you want to achieve ___________________________2 a defect, a feature that makes something imperfect ___________________________3 don’t happen often enough ___________________________4 you’re progressing too slowly ___________________________5 get someone to do some work instead of you ___________________________6 have an unofficial meeting ___________________________7 not an ideal way ___________________________8 they ask you to present your progress and evaluate it ___________________________9 your current progress ___________________________10 expression that is used to soften a bad result ___________________________

Task 6. Use the expressions from Task 4 to fill the gaps.

didn’t quitefalling behindflawshold you accountable

how are you doing mechanismsoutsource

set out your goalssit down informallytoo infrequently

1 Do you see any __________________ in the approach to performance reviews that Dan Pink suggests? If yes, how would you improve it to make it work for you and your team? 2 How many __________________ can you remember that your company uses to get feedback from the employees? Which of these __________________ are the best ones? Can you suggest any alternatives that would work for you and/or your team?3 Are you good at monitoring your own performance and working autonomously, or do you need other people to help you __________________________ and to __________________________ for the decisions you make? 4 __________________ at work at the moment? Are there any tasks that you’re __________________ with?5 Would you like to __________________ some of your tasks at work/housework to other people? Which ones?6 Is there anything that you personally do __________________? Why?7 What were the things that you __________________ manage to do in your first year in your current role?8 Do you ever __________________ with anyone to discuss your professional prospects?9 [your own question] __________________________________________________________10 [your own question] __________________________________________________________

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Teacher’s notes

Warmer Distribute the handout with the quotes (page 1). Ask the s/s to discuss the quotes in pairs: which ones do they like? Which ones do they dislike or disagree with?

Task 1 Link: https://youtu.be/9j2aTwNor5k?t=47m30s

The s/s watch the video, make notes and then share what they caught in pairs.Key:

1. Performance reviews happen too late, they are not typically ‘an open conversation’ (‘it’s Kabuki Theatre’), they are too infrequent

2. Suggestions. a) Do your performance review yourself: set out your own goals and review them at the end of the month; b) do performance reviews informally, in peer groups.

The source of the video: Talks at Google youtube channel; video title: Leading@Google: Daniel Pink

Task 2 To play each line as many times as you need, open the video on youtube (https://youtu.be/9j2aTwNor5k?t=49m7s ), open the interactive transcript (More>Transcript under the video), click on the line and press ‘Play’.

Procedure: Sentence by sentence,1. Play the sentence several times using the Interactive transcript. 2. Get the s/s to compare in pairs. 3. Ask the s/s to dictate the sentence to you and board it. If there are more than

one alternative, board all answers and get the students to listen one more time to decide which variant was in the text.

4. Reveal the correct answers and for problematic words/expressions help the students to analyze the actual pronunciation (get them to listen again and analyze how the expressions sounds, what sounds are missing etc)

5. To support the students, allocate a section of the board to keep a record of problematic words/expressions, sorting them according to features of connected speech (a) t/d missing at the end b) vowel missing and weak forms c) frequent chunks).

Key: Do not outsource your performance review to managers or bosses or people of formal authority. Take it back. And here's how it would work. Basically,a Do It Yourself performance review. At the beginning of a month, set out your goals -- your learning goals, and your performance goals, okay? Set them out at the beginning of the month.49:28And then, at the end of the month, call yourself into the office. Give yourself a stern, but loving, assessment of how you're doing. Where are you making progress? Where

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are you falling behind? The other question that we don't ask enough in performance reviews is, "What tools or information do you need to do things better?" Okay?

Task 3 Again, it’s best to open the interactive transcript on youtube to play each line several times. https://youtu.be/9j2aTwNor5k?t=50m5s

Task 5 Key:1 set out your goals2 a flaw /flɔː/3 (are) too infrequent /ɪn.ˈfriː.kwənt/4 you’re falling behind5 outsource [work] to [someone]6 sit down informally7 not the best mechanism /ˈmek.ə.nɪ.zəm/8 hold you accountable9 how you’re doing10 Well, I didn’t quite…

Task 6 The students fill the gaps and check the answers and then choose 3-5 questions to discuss with their partner.

Key 1 flaws2 mechanisms3 set out your goals, hold you accountable4 how are you doing, falling behind5 outsource6 too infrequently7 didn't quite 8 sit down informally

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Transcript

47:30Let's talk about performance reviews here for a moment. You're laughing about performance reviews. What's the point of a performance review? Ideally, to provide -- tell me your first name? Court. Court says ideally to provide feedback. Ideally to provide feedback.47:48Now, we all know that that is actually not the best mechanism for providing feedback. What's wrong with it as a mechanism for providing feedback? It's too late. Very good. Your first name was -- Patsy. Patsy says it's too late. What's another flaw in that?48:03It's tied to the money. That's a good point. What about the session itself? 48:10Most performance reviews sessions -- you know this -- it's Kabuki Theater, okay? It's basically people playing certain kind of rehearsed roles, right? It's not typically -- sometimes it is -- an open conversation. It's Kabuki Theater.48:29And so, it doesn't work very well. As Patsy said, it's too late, and it's also too infrequent. Think about an athlete. Athletes get feedback all the time. Serena Williams doesn't have a biannual performance review, you know? I mean, you're laughing, but it's crazy to think about that, right? How are you going to get better at tennis if you only get feedback twice a year, all right?48:52And so, I think there's a better way to do this -- a better way to do performance reviews. And basically, is a much more autonomous way. And I think it's very effective for people -- that Court says -- who are not the folks in positions of traditional power. And it is basically to take performance reviews back. Take them back.49:07Do not outsource your performance review to managers or bosses or people of formal authority. Take it back. And here's how it would work. Basically,a Do It Yourself performance review. At the beginning of a month, set out your goals -- your learning goals, and your performance goals, okay? Set them out at the beginning of the month.49:28And then, at the end of the month, call yourself into the office. Give yourself a stern, but loving, assessment of how you're doing. Where are you making progress? Where are you falling behind? The other question that we don't ask enough in performance reviews is, "What tools or information do you need to do things better?" Okay? Ask yourself that. Ask yourself that question. And that's how you can move toward greater and greater mastery on your own. Take them back.49:57The other thing that's very interesting that goes toward an aspect of Court's question is that -- what I've seen is that -- this is happening in a really interesting, somewhat self-organized way. So that you see this -- sometimes people will say, "It's too weird to call myself into the office. I'm not going to have this secret conversation with myself.

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50:15But I will have it with a peer. Or I will have it with two peers or three peers or four peers." And so, you see this less inside of organizations but more among people who are self-employed or small entrepreneurs who will fashion these groups and meet monthly and say -- So, Court, Patsy, and I meet.50:30And I say, at the beginning of the month, I say, "Listen, Patsy and Court, here's what I'm hoping to do this next month". "Okay, great. Maybe think about this, that, the other thing," they say to me. They tell me what they're trying to do in the next month. At the end of the month, we meet. We sit down informally. Have some coffee. "Okay, how'd you do?" "Well, I didn't quite make those sales calls." "Why not, Court?" Hold you accountable a little bit. Give you feedback.50:50"Oh, that was a really" -- and so, people are yearning for this. So they're taking these back in a self-organized way. So I think that reclaiming performance reviews is one thing that individual contributors can really do to get better at stuff. And I don't think that most organizations are fully committed to helping everybody get better at stuff.51:12

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