Many years ago, in a universe far, far away, I had a bad performance review. I remember sitting down in the meeting room with a normal level of jitters, ready to talk about my accomplishments from the past year, and leaving 45 minutes later in tears, feeling betrayed, shocked, and deeply confused.
I’d thought I was doing well, and I expected the review to be mostly a formality, with some constructive criticism mixed in to balance the conversation.
The feedback presented to me was a complete surprise, and (to my mind) totally inaccurate. As a result, my trust in my boss was shattered, I started questioning my abilities, and I left the organization less than six months later.
Don’t be that boss!
What happens when reviews go wrong
When performance conversations aren’t handled well, there can be consequences that stretch far beyond the two people involved in the discussion.
There can be a loss of trust and lowering of morale, contributing to an overall negative workplace environment. And workplace culture can be one of the most challenging things to shift; once things have gone sour, it takes significant effort to reverse the damage.
If an employee leaves a performance review feeling confused or with growing resentment, there’s also a missed opportunity for development, all of which can ultimately result in disengagement and higher turnover.
How to get it right
An early model of performance management was published by Peter Drucker in his book The Practice of Management, which outlines four key stages: planning, monitoring, reviewing, and rewarding.
Wherever you are in the annual performance planning cycle, the performance of your team should be an ongoing conversation.
When it comes time to have the official performance review meeting, keep these three principles in mind:
No surprises
Nothing – and I mean nothing – should be new information in a performance review. If someone missed the mark in a project deliverable, for example, there should be a timely conversation and opportunity to course-correct; they shouldn’t hear about it for the first time in a review six months later.
Ideally, you’re having regular check-ins with your direct reports and have an open, trusting relationship where challenges and opportunities can be discussed on an ongoing basis. Don’t have this kind of relationship? Start there and figure out why. Work on that throughout the year, but avoid bringing surprising information to a performance review discussion – your goal is to build trust, not erode it. Not sure where to begin?
Weekly or monthly 1-1 check-ins provide space to have informal conversations, using curiosity as your guide. Ask, “What do you need? Are you clear on priorities? How can I support you?” and invite team members to set the agenda. You’ll gain insight into how they’re managing their work and be able to see where you may need to provide direction.
Feedforward
Forget feedback. Instead, try feedforward, a proactive approach that focuses on future development rather than dwelling on the past. No matter how hard we try to frame feedback in a constructive, positive way, it can be hard to receive without feeling judged. Feedforward, on the other hand, focuses the conversation on opportunities for growth and skill enhancement.
A feedforward-based discussion might include questions along the lines of, “What would you like to learn next year?” or “What would help you feel more confident in your role?” or “Is there an area of the organization you’d like to explore more deeply?”
Be a mentor, not a critic. Even if you need to address performance issues, ground yourself in support and curiosity. Instead of, “You’ve missed a lot of deadlines,” try “Let’s talk about what makes it hard to meet timelines – what systems or supports would help?”
Chances are, what one person finds challenging is likely the same for other people (they might just be hiding it better). Taking a curious, solutions-focused approach provides an opportunity to offer improvements for more people, as well as for the overall organization.
Celebrate
Everyone wants to feel like their work matters, and some simple recognition can go a long way towards building engaged, collaborative teams. Highlight the achievements, growth, and positive contributions your team member has made. This isn’t just to soften the blows to come; it’s a genuine acknowledgment of their hard work.
Lead with something you appreciate. This could be specific to their contributions to the success of a particular program or project, or about how their calm personality helps the team feel grounded.
And ask them what they want to celebrate! People might share accomplishments or something they’re proud of that wasn’t even on your radar. This can help you to better understand ways to support and motivate your team members in the future.
Celebration doesn’t have to mean confetti and cupcakes (although, let’s be honest, cupcakes help). Beyond the performance review, it might mean a quick note of thanks, a public shout-out, or a new opportunity aligned with their strengths. Some people love the spotlight; others would rather quietly get credit behind the scenes. Know your people.
Conclusion
Remember, this isn’t a one-way street. Encourage your team member to share their thoughts, concerns, and aspirations. A successful performance review is a dialogue, not a monologue. Ask open-ended questions and be genuinely interested in their perspective. When done well, reviews can provide connection, clarity, and momentum. And that’s how you build a team that thrives.
Andrea Coutts is a Certified Executive Coach, Facilitator, and Founder of Arbutus Coast Consulting.
She works with leaders and teams in various industries including urban development, real estate, non-profit sector, finance, municipal and provincial governments, academia, and entrepreneurship.
As a former communications leader with 20+ years experience working in social services, government, and corporate, Andrea navigated crisis responses and led multi-sector partnerships.
In her work as a coach, she helps leaders be strategic and impactful, while maintaining boundaries and prioritizing what’s most important to them.
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