JD Slaughter is a People and Talent Leader based in Arlington, VA. He is currently building a high performing organization at Huge. Previously he worked as a Consultant at Korn Ferry and CEB in Washington, DC.

JD is all about driving growth through a strong culture and smart people strategies. He has a solid track record in every aspect of the People function and knows how to build, roll out and scale talent strategies that engage people and boost performance and growth.

We’re diving into the world of performance appraisals and shaking things up! You know the drill—those dreaded annual reviews that have everyone rolling their eyes? Well, we’re chatting with JD Slaughter from Huge about how they scrapped that whole shebang in favor of quarterly conversations. It’s all about keeping feedback fresh and relevant, so folks aren’t scrambling to remember what went down six months ago. JD spills the beans on how they’ve made these conversations part of the regular work flow, making it easier for managers and employees alike to connect, coach, and grow. Plus, we tackle the age-old question of how to measure performance without losing our minds—or our sanity—while keeping it all human and effective. So, kick back and tune in; you won't want to miss this!

JD Slaughter’s journey through the world of HR and organizational development is nothing short of enlightening. He shares candidly about his transition from external consulting to internal HR, revealing how he brought valuable insights from his past experiences into his role at Huge. One of the standout points in our conversation is the realization that, while every company might think they are unique, a lot of the challenges they face are shockingly similar. So, what does that mean for leaders navigating their own organizational waters? It means understanding that the principles of good leadership are universal, and it’s all about tailoring those principles to fit the unique culture of your organization.

JD talks about the importance of creating a feedback-rich environment, especially in a project-based company like Huge, where the nature of work can make traditional reviews feel disconnected. By establishing quarterly conversations, they’ve managed to embed feedback into the fabric of their work culture, ensuring that it’s not just an afterthought but a fundamental part of how teams operate. This approach not only enhances performance but also aligns individual goals with organizational objectives, making it a win-win for everyone involved. JD’s insights underline the necessity of flexibility and adaptability in leadership, encouraging current and aspiring leaders to embrace change and foster a culture of continuous learning and development.

Takeaways:

• Leaders should prioritize creating space for coaching and feedback, despite busy schedules.
• Annual reviews are often dreaded; moving to regular performance conversations can boost engagement.
• Feedback that is immediate and tied to recent projects is far more effective than year-end reviews.
• The key to improving leadership development lies in making it practical and embedded in daily work.
• Quarterly conversations help maintain performance discussions fresh, making feedback relevant and actionable.
• Organizations thrive when they create a culture of continuous improvement and open feedback loops.

• JD's Linked In Page
• Guest's website
• Huge Inc.
• Kent's Linked In Page
• The Promoted Leader Playbook

*Editing by Fynn Gentle / www.fynngentle.com