As head of strategy for a global consulting firm, I was involved in hundreds of reviews. Based on my observations, I estimate business leaders spend an average of three to five days per month being reviewed or reviewing someone else. A typical review with any leader takes 60–90 minutes. People generally prepare 20–30 presentation slides to show during their review, and 40 per cent of the review time is spent covering what has already happened. That’s a lot of energy spent looking back when the intent is to go forward.
So, are reviews relevant, and if relevant, how can they be effective?
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