Performance Reviews Without the Cringe
Most people hear "performance review" and immediately tense up.
Managers dread giving them.
Employees dread receiving them.
But it doesn't have to be that way.
When done right, performance reviews build clarity, trust, and growth.
The problem?
Most managers treat them like a once-a-year formality instead of an ongoing leadership habit.
Why It Matters:
Culture: Reviews shape how people experience feedback, accountability, and growth.
Retention: Clear, regular feedback helps people stay engaged and improve.
Performance: Specific, honest conversations move people and teams forward.
What Most Managers Overlook:
They wait too long.
They surprise people with feedback they should have heard months ago.
They treat it like a scorecard, not a conversation.
When Ed Catmull led Pixar, he built a feedback culture around radical candor and ongoing notes—not just once-a-year reviews. The result?
Creative teams that knew where they stood and how to get better, faster.
How to Get It Right:
Make it conversational, not confrontational.
Balance praise with clear areas for growth.
Tie feedback to goals and behaviors—not personalities.
Follow up after the review with coaching and support.
Do:
✅ Prepare with specific examples
✅ Make it a two-way conversation
✅ End with clear next steps
Don’t:
❌ Surprise people with feedback they’ve never heard before
❌ Make it one-sided or rushed
❌ Treat it like a “check-the-box” HR task
Performance reviews don’t have to be awkward. They can be a leadership advantage.