Performance Reviews
It’s that time of year again…
No one likes performance reviews.
They’re the dentist visit of management. Necessary but uncomfortable. Approach them well and they’re one of the best tools you have to help your team grow. Done right, they motivate top performers and guide your strugglers toward improvement. Done poorly, they lead to confusion, frustration, or worse, surprise.
I’ll share the approach I use with my own direct reports. Many of them have adopted similar strategies with their own teams, and over time this method has spread, so I like to think it’s working.
Preparation
Block an hour for the meeting. Before that, block an hour for prep.
Yes, an hour per person.
That sounds like a lot, especially if you’re juggling other responsibilities or managing a large team. These reviews carry weight, and they’re one of the most impactful things you’ll do as a manager all year. Being unprepared sends a message: “You weren’t worth the time.”
Good prep lets you:
- Deliver precise, thoughtful feedback
- Avoid saying something you’ll later regret
- Show your direct report that you value their contributions
Clear your schedule. Bring your A-game.
No Big Reveals
Always share your written review before the meeting.
No one likes walking into a conversation not knowing what’s coming, especially if the feedback is tough. Sharing the review ahead of time lets people process it emotionally and intellectually before they’re across the table from you.
People receiving difficult feedback often go through five stages:
- Ignore
- Deny
- Blame others
- Accept responsibility
- Work on solutions
By sending the review early, steps 1 through 4 happen in private. The meeting then focuses on step 5, how to move forward.
Get Feedback from Others
Your view is one perspective. Peer and cross-functional feedback adds depth and balance.
For each report, I reach out to at least two people who work closely with them, inside or outside their immediate team, and ask a few questions:
- What’s it like working with them?
- What are their biggest strengths?
- What could they improve?
- What’s your favorite moment working with them recently?
- Do you want this feedback to be anonymous?
In my experience, most people are happy to be named, which is a great sign of trust within the team.
Who Writes the Review?
Here’s where I get a little opinionated:
Staff shouldn’t write their entire review. That’s your job.
If someone’s underperforming, they likely won’t reflect that accurately in a self-review. And contradicting them can make the meeting harder than it needs to be.
Instead, treat it as a collaborative document:
- They write about their achievements and reflections.
- You write your evaluation and observations.
- You both use the meeting to discuss, align, and plan ahead.
How I Prepare
My prep looks like this:
- Review team outcomes during the period.
- Scan 1:1 notes for milestones, themes, or concerns.
- Reflect on emotional tone. Were they stressed, engaged, coasting?
- Think about the future. What stretch goals or growth areas make sense?
That gives me enough to write something meaningful and tailored. No templates, no guesswork.
What I Put in the Review Document
Even if your company provides a standard format, here are the sections I use:
- Key achievements (looking back)
- Development areas (looking forward)
- Peer feedback summary (verbatim or anonymized)
I aim for 500 to 1000 words per person. That sounds long, but it sends a signal: I took the time. I care about your growth.
I include space for their comments. Clarifications, additions, or rebuttals. I’m not always right, and sometimes they see things I missed.
I share the document at least a day before the review and ask them to read it thoughtfully before we meet.
The Meeting
Check for comments before you meet.
Then show up as your best self: calm, open, and ready to listen.
Don’t read through the document. That’s a waste of time. You’ve both already read it. Use the meeting to:
- Celebrate the wins
- Discuss the challenges
- Talk about next steps and growth areas
- Set or refine goals for the next period
Roughly half the meeting should be reflection. The other half should be future-focused.
Sometimes it’ll be smooth. Sometimes it won’t. If emotions run high. Anger, tears, frustration. Stay grounded. Don’t backpedal on the critique, but offer support. Give space, listen with empathy, and remind them that feedback comes from a place of care and belief in their growth.
Leave Compensation Out of It
If you’re also announcing raises, don’t do it in the performance review meeting.
As soon as money enters the picture, people stop listening to feedback. Their mind flips to one of two places:
- “Awesome! Holiday time!”
- “That’s it? Are they serious?”
Either way, your carefully prepared feedback gets sidelined. Deliver comp changes separately, ideally in writing first, so they can digest and come back with questions.
The takeaway
Performance reviews are tough, and they’re a golden opportunity.
They’re your best chance to reflect, align, challenge, and inspire. Done well, they reinforce trust and give your team a clear path forward.
They aren’t another meeting. They’re your headline show.
Rehearse. Show up. Bring your best. Help your people grow.
Good luck.