In most organizations, evaluations run in only one direction, with the manager assessing the managee. (1/4) 
The managee typically disagrees with the assessment, especially if it is worse than his or her self-assessment, because most people believe themselves to be better than they really are. (2/4)
Managees also have opinions about managers that they wouldn’t dare bring up in most companies, so misunderstandings and resentments fester. This perverse behavior undermines the effectiveness of the environment and the relationships between people. (3/4)
It can be avoided by getting in sync in a high-quality way. Your reports have to believe you’re not their enemy—that your goal is to move toward the truth; that you are trying to help them and will not enable their self-deception, perpetuate a lie, or let them off the hook. (4/4)
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