[SeeGeeWhy]

^^^^
Its the old uncertainty principle, the more you measure something, the more you disturb it. The problem isn't the tool so much as how it is being implemented.

The point of these things is to try and tie the day to day goals of individuals to the overarching vision of the company. Which, should be a good thing.

When you complete them, you are supposed to be able to see your style emerging compared to what the company wants - and therefore should be able to shake out where you have played to your strengths, and where you ran into your weaknessess. From there, it is easier for you and your manager to have you on tasks that you can actually add value doing, and set some personal development goals for the upcoming year, and put into place some contingencies to deal with any gaps that are revealed.

And yeah, those "make a negative look positive" statements do nothing more than show that you have low self awareness. Trust me, that is not a good thing. Your boss can see what you do, and can see what your strengths and weaknesses are. You honestly think that they fall for that type of crap? If you get away with it you have a terrible manager and you shouldn't expect much in the way of a bonus or a look at a promotion, anyways. You might as well have wiped your butt on the paper and then submitted it.

BSing like this is typically saved for an interview where they won't necessarily call you on it, but everyone knows that it is just fluff - it is very political and non-confrontational language. It is the exact type of thing that destroys what this process intends to create.

My best advice is to do two things. Summarize where you met or exceeded clear expected goals that helped add value, as well as where you achieved some unexpected value adds. That is the easy part. Second, do some real introspection and be as honest as possible with the results. This is the side of things that most people stuggle with (i.e. make up lame answers that don't really say anything other than trying to make themselves look good).

The process is trying to shake out as many intangibles as it can, along with trying to measure quantifiable performance, so honesty is key. Shedding real insight on 'soft' or 'non-quantifiable' skills/performance shows high "emotional IQ", which is not only tough to find, but is something that the highest performing executives possess and most organizations will identify, groom, and reward over the long term.

Think of this - give your message mixed with facts and feelings.

Its hard to do this sometimes based on how these things can be formatted, but try your best.