Sometimes the appraiser might not have the right information about your performance, other times a difference in perception might cause them to have a different view of your performance. For instance, a project was to be delivered on January 15. A day before the deadline, you worked for 24 hours without rest to deliver the project. In your view it was your best performance. Your manager however might feel you dragged the project on unil the last day and put the project delivery under risk.

Here the event remains the same but the perspective differs. If you encounter this scenario, try a statement like: 'In my view I did well in that situation. I agree that the project dragged on till the very end, but we worked very hard and did meet the deadline. The situation has given me a better idea of things that can go wrong, and with the lessons learnt, I can assure you that it will not occur again.'

Do not mix performance with salary discussions

This might sound odd, but use the performance discussions to gain honest feedback on what went well and what did not. If you are capable and a 'go to' person for the project or organisation, they will not want to lose you. In most organizations, salary bands are pre-decided. While there are a few exceptions, in most cases, negotiating will not prove fruitful. By mixing your performance discussion and salary discussion you will only dilute your genuine interest in your own growth.

Illustration: Uttam Ghosh

Also see: Skills that can save your job

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