Performance Reviews Should be a “No-Surprise” Zone

It’s that time of year – performance reviews. Whether you’re on the receiving or giving end of a performance review, it can be an anxiety inducing process.

I find the word performance to be an interesting choice when assessing how a team member completed their projects over the preceding few months. Thinking about doing my work as a performance is unsettling. I’d rather call it a review of accomplishments since that’s what we’re looking for, right? What and how did you accomplish your goals over the last 12 months, and where did you fall short?

I take these reviews seriously and always meet with my team members when they are hired or when I start a new role to share how I think about performance reviews, what strong performance looks like, and what I will be paying attention to throughout the year. This helps level-set expectations at the beginning of our relationship which helps minimize surprises at the end of the year. It’s really good to know how your boss thinks about these things because your raise, bonus and/or promotion depend on them.

Throughout the year, I keep progress notes from weekly one-on-ones with my team members. When I see things going well, I speak into them, acknowledging what I’m seeing or experiencing and how it’s working to advance their work. Together we note what went well and why so that it can be repeated on upcoming assignments that may hold bigger impact for the organization.

Similarly, when I see things going off the rails, I ask questions to better understand the situation, the potential impact, what they contributed to it, and if/how I can help. I stay close to these trouble spots to assist in achieving a favorable turnaround and then we do a debrief to continue our alignment on what truly took place. This is a place where untrue stories can be created and it’s critical that as someone’s boss, both of us are clear about what happened and how things progressed.

Most important to a good relationship with team members, and a solid review of their work, is honesty. Whether the review of their work is favorable or requires improvement, clear and honest communication is key. I try to infuse these conversations with stories about relevant situations that I’ve been involved in so that my team members know that I’ve been where they are and it’s my job to help them advance in their careers. Anything less than honesty, spoken with respect and kindness, creates mistrust and opportunities for unnecessary conflict.

As I often say, I’ll explain any decision I make but I won’t defend it. Share the facts as you’ve captured and communicated throughout the year. Performance reviews should be a “no surprise” zone. Managers should approach performance reviews with their team in the same way they hope to receive theirs.

This is an important time of the year for managers to try better. We’re counting on you.