Presidential Performance Appraisals (2): Teddy Roosevelt


In honor of President’s Day, I thought it’d be fun to take the Performance Appraisal process to the West Wing.


Each day this week, I will be discussing the art of communicating performance reviews while applying the theme of my favorite February holiday: President’s Day.

This series of posts will lead you through the performance review process by appraising several US Presidents. Please excuse any anachronistic references and the general impossibility of the task at hand.

Which President would you like to see subjected to a Performance Appraisal? And what would you say to them if you were appraising their performance? Please get in touch and let me know!

If you missed Part 1, click here.

Goals of Presidential Performance Appraisals

Prudent employers should always try to recruit and retain two-term Presidents wherever possible, and release those who are considered impeachment risks. In order to achieve these goals, performance appraisals (whether stellar or poor) should be conducted on a regular and timely basis (i.e., perhaps every January 20) and in a fair manner.  As with any paperwork related to personnel actions, performance appraisals should be properly documented.

Appraising Teddy Roosevelt

Roosevelt_safari_elephant.jpgTeddy had performed very well as Vice President, and was promoted to President when William McKinley became the victim of very unfortunate workplace violence. Teddy is a great performer and meets all significant deadlines, but has the nasty habit of bringing dead animals to work (his hobbies include some type of Natural History Museum) and you fear that sometimes he may not safely stow his hunting rifles in his car parked in the employee lot.

Although Teddy exceeds his performance objectives, you discuss possible behavioral skills and competencies that are needed to develop within his current role, and schedule some safety and weapons policy training. With this additional training you feel confident Teddy will fulfill the requirements of his position while avoiding an instance of future misconduct.

Check back tomorrow for the third post in the series Presidential Performance Appraisals!


, , ,