Hello, everybody. Welcome to the Radical Canterer Podcast. I'm Kim Scott. I'm Jason

Rosoff. And I'm Amy Sandler, and today we're answering a question from a listener who has found

themselves in a bit of a performance management pickle. This listener writes, quote,

Hi, I just started my career as a manager. I

occasionally listen to the Radical Canter podcast, and I find it very helpful in a way that

it inspires me to be the kind of manager that I want to be. First of all, we're happy to hear

that. Thank you. Thank you. The listener continues, quote, I have this dilemma, and I want to

seek advice.

Recently, an employee was moved to my team and he became my direct report.

This new direct report has been bouncing around from project to project.

And in one year, he's moved to four managers already.

Since I'm his new manager and it's near the end of the year, I will be the one

to accomplish his performance appraisal. So I asked for feedback from previous team members and

managers he worked with. Some said that his competency is below his current level and that he

mostly needs assistance on every task assigned to him. Some said he's a good team player and

eager to learn. The comments I got were contradictory, so it's really hard for me to gauge

where he's currently at. So my question is for the performance appraisal, should I just give a

rating of, quote, meets expectations for the benefit of the doubt?

I want to know your thoughts about my situation.

What else can I do to help this direct report?

This is a tricky situation, I think.

My instinct, but I'd love to hear from the rest of you all,

...