Teammate Self-Evaluation Form: Fill & Download for Free

I believe teamwork is an essential component. More specifically, communicating effectively, staying positive and supportive, spending time off the court together, and always including one another can help form relationships which translate to chemistry on the court.For example, if team members cannot properly communicate with one another, establishing a cohesive unit is going to prove difficult. Coaches can implement short icebreaker-inspired activities, such as a game of telephone, to show what happens when communication breaks down. Then, they can take these skills to the field, court or arena.Understanding what teamwork means is different from actually implementing its skills in a game. Training athletes to have a positive attitude and to remain supportive of one another is important. For example, some team members may blame others when a game is lost because of mistakes that these other players made. Working on self-evaluation and recognizing that even the best players aren’t perfect all of the time are two strategies that can help here.

Prepare the meeting in advance. You should know exactly what you and your teammate/ employee (let’s call him John) are going to say. You should also have a good idea of what is going to be the final outcome of the meeting even before you start it. Follow these steps:1 - Implement a 360 feedback program, where you collect feedback from John, his manager and co-workers.For that, ask your employees to fill a form. Keep it simple by asking these questions:What is he doing that is not working? (Something he should STOP)What should he do to improve? (Something he should START)What is he doing that is working well? (Something he should CONTINUE)This will give you a full overview of how his peers perceive him and if there are any patterns to take into account. For example, if 2 colleagues or more mention the same weakness to improve, then you should bring this up in the 1-1 meeting.2 - Include yourself in the feedback list. For the 360 program, ask John to give you feedback.From my personal experience, the best way to develop yourself as a person and as manager is by inviting your employees to comment your performance as their leader.You should find ways to motivate your employees to openly give you negative feedback, since most of them will hesitate to do so.For the sake of the own employee’s performance, it’s critical for you to know what they really think about you.There are many techniques that you could implement, but the one that I suggest is quite simple -> Ask them to rank what they like the most about you by order.You could even give them 8-12 options and ask them to order the options by what they like the most.If a lot of people put, for example, “organised” in the last position, then you should ask them how you could improve that characteristic.Here it goes a list of characteristics that you could add as options: http://www.muskingum.edu/careerservices/PDFs/PersonalQualities.pdf.3 - Ask John to perform a self-evaluation. Ask him to fill the same form but for himself:What am I doing that isn’t working? (Something I should STOP)What should I do to improve? (Something I should START)What am I doing that is working well? (Something I should CONTINUE)This will show you if the person is aware of what’s he doing, since you can match his answer with what his peers said about him.As well, if his colleagues mentioned something negative, which John didn’t mention, you can already expect this to be a hard topic to talk about.The good news is that you can prepare yourself in advance, which might make a huge difference than if you are caught off guard.3.1 - As in the first point, do a self-evaluation as your employees did. Do it before you read the feedback given to you so you are not influenced by what your employees wrote.See then if there is any mismatch. Try to understand where are your weaknesses. See if there is any correlation between one of your traits and one of your employees’ challenges.3.2 - Clarify what is not yet clear. If you want to know more about a colleague said in the feedback form, don’t hesitate to talk with him.Avoid any misunderstanding and gain a full overview of the situation before you touch that specific point with John, especially if it’s a tricky subject.4.1 - Have the meeting. By now, you know what people think about John. You know what he thinks about himself. You know what John thinks about you. You know what people think about you. You know what you think about yourself.Pretty powerful stuff, in my view, which should give you a clear idea of what’s the message that you want to pass.4.2 - Warm-him up. Pass through what John wrote about others. Then ask him about what he thinks about the company. Start with the least tough personal feedback to open up the conversation. Engage him in a friendly mutual exchange of opinions.4.3 - Talk about the feedback that he gave to you.Ask him what are things that he likes about you and the things that he doesn’t like so much. Ask him how you could improve yourself. Ask him for his advice. Ask him for his help.Show that you want to hear his opinion. Commit yourself to any improvements that you both agree on.Since you did a self-evaluation and since you reviewed the feedback given to you, it should be clear what are the self-improvement points that make sense to agree on.4.4 - Talk about the feedback written by others. Ask John his opinion about what people think about him. See if it matches his self-evaluation. Ask him why does he think that there are some mismatches.Since you set the tone of the meeting by openly receiving his feedback, he should be a lot more open to talk about himself, positively and negatively.Use that openness to ask him what he would improve on himself based on what you just talked. Let him be the one defining his own self-improvement path.Add something to the table if necessary, but only at the end. The feedback is a lot more powerful and actionable if it comes from himself.Ask him if he is willing to commit to certain improvements. If you committed yourself on your side to improve yourself, there shouldn’t be any problem to have him committed from his side as well.4.5 - Any other questions? Before you finish the meeting, ask him if there is anything that he wants to talk about.Even if you put in place an open and honest feedback process, there’s a tendency for the employees to talk about the ‘tough/ hard’ topics at the end. Ensure that there is a space for that to happen. Don’t let anything to be unsaid.5 - Closure. Thank him for his presence. Send him a follow-up email with all of the take aways. Follow-up on that email in the next 1:1 meeting to see if both of you made an effort to do your part of the agreement. :)

As established, social loafing is the group-produced reduction in individual output on tasks where contributions are pooled. This social psychological phenomenon can greatly reduce the efficiency of additive tasks within organizations, such as in education and the workplace. In order to reduce social loafing, one must understand:The causes of social loafing.The potential negative effects within group processes associated with social loafing.The various tactics used to inhibit the effects of social loafing.Causes of Social Loafing:Social loafing is caused by the diffusion of responsibility and a lack of motivation in group settings.As the number of people in a group increases, people feel de-individuation, or decreased personal accountability in the group outcome, resulting in lower individual effort (Social Loafing 809-812).Based on the collective effort model, people will exert effort on a collective task to the degree that they think their individual efforts will be important, relevant, and meaningful for achieving outcomes they value.According to the social psychology bulletin “Social Loafing and Expectancy-Value Theory,” people's perceptions that their efforts will be instrumental in producing valued outcomes are weaker in groups than in individual performance contexts (1157).The “sucker effect” shows that in order to maintain equity in group settings, people lose motivation and exert less effort when they believe they have to compensate for other group members’ lack of contribution to the team (Robins 338).Potential Negative Effects of Social Loafing:Social loafing can lead to biased sampling and reduce the positive outcomes of social facilitation.Biased sampling, an effect of social loafing, is the tendency for groups to spend more time discussing shared information (information already known by all or most group members) than unshared information, which leads to poor decision making.Groups that believe they will be held accountable for their decisions participate in longer and more effective discussions than non-accountable groups (Dryden Henningsen, et al. 169-170).2. According to evaluation apprehension theory, the presence of others will produce social facilitation effects, or enhance individual performance, onlywhen those others are seen as potential evaluators.However, social loafing impairs performance on group tasks because the “others” present are seen merely as teammates or co-workers with whom one combines efforts into a group product (Social Loafing 809-812).Techniques to Reduce Social Loafing:Decrease group size to reduce the feeling of anonymity within a group and restrain the diffusion of responsibility.Make individual inputs on a collective task identifiable to individuals, their teammates, or an outside party (West et al. 372-375).Use positive reinforcement, such as rewards, to stimulate social compensation.If the outcome is important to a person, he or she will increase his or her effort and compensate for anticipated social loafing by others (Robins 338).Appoint a devil’s advocate who will question all decisions and ideas and allow for consideration of important information.Provide objective social comparison standards to group members, such as self and peer-evaluation forms, with which group members’ inputs can be evaluated (West et al. 372-375).Sources ConsultedDryden Henningsen, David, Michael G. Cruz, and Mary Lynn Miller. "Role ofSocialLoafing in Predeliberation Decision Making." Group Dynamics:Theory, Research, and Practice 4.2 (2000): 168-75. Print.Robbins, Tina L. "Social Loafing on Cognitive Tasks: An Examination of the"Sucker Effect"." Journal of Business and Psychology 9.3 (1995): 337-342. Print.Social Loafing. 2 Vol. Thousand Oaks, CA: Sage Publications, Inc, 2010. Print."Social Loafing and Expectancy-Value Theory." Personality and SocialPsychology Bulletin 25.12 (1999): 1147-58. Print.West, Michael A., Dean Tjosvold, and Ken G. Smith. “Social Loafing in Teams.”Chichester, UK: John Wiley & Sons Ltd361-378. Print.