ABSTRACT
On the individual level, the system works like this: line managers carry out conversations (appraisals) that are intended to result in target-setting for the follower. Line manager (appraiser) and follower (appraisee) agree a set of target outcomes and a timescale for completion; the appraisee’s performance is reviewed against the targets at the end of the designated period. The analysis of performance – the individual’s and the institution’s – must be an important tool in raising both levels of competence and aspirations. A high-flying colleague of authors took over as head of a very difficult and run-down primary school in a deprived area. They were massively self-motivated, with a fine ability to formulate the mission to transform the school – even to put that vision into words. Learning the art of sustained motivation in self and others is not easy; it may be one of the hardest things a leader has to do.
