Limbering up for your annual review? Do these four things.

Performance Evaluation should not be a once-a-year event - but there's been a pandemic, and you've probably not sat down with your manager every quarter to sync on your performance.

Nevertheless, it is critical for everyone - irrespective of career stage - to harness the opportunity to use manager reviews as a part of personal and professional development. The first universal truth that applies here is - the onus is on you to command the time to talk with your manager about where you are at, where you want to go and discuss how you can get there. No one else is driving your career for you; they have enough to do for their own trajectory.

So, you have the annual review anyway - here are four key ways you can bring a solid self-assessment to the discussion:

1 - Never start with a comparison to others.

It is natural to compare and contrast against the efforts and outcomes of others in similar roles to yours; in reality, you should focus on what you can do to affect positive traction toward the business' goals.

Managers hate comparative justification, it's cheap, and you undermine your own value by any attempt to gaslight your colleagues.

Ultimately, everyone is a unique 'timezone' of their career, rarely does comparison to others result in an effective benchmark of your individual performance

2 - Consider your role in the broader context of what the business is trying to achieve (be fully conversant with your firm's vision/strategic plan).

Consider what daily, quarterly and annual efforts you are making to support the goals of the business. Not everyone is in a 'selling' role, yet so much value is derived from conscientious work/projects. As you talk with your manager, think about what you have done to differentiate your performance. Even where business results are outside your control, emphasize other qualities such as soft skills, being low maintenance, and being a willing volunteer to assignments and initiatives. Being able to communicate how you add unique value to the role you fulfill is very important.

It may not be what you do,

but how you do it.

3 - Look to the future and how you can 'level up' your engagement (ask the question, volunteer and show willingness)

Unfortunately, many people can fall into the trap of thinking that doing their daily work well is their value proposition.

Completing your work well is not a value proposition - that's what you get paid to do.

Think of your value proposition as the 'above and beyond' aspect of how you deliver that daily work. Even in the face of the most challenging clients/customers, your approach and how you respond to the challenges can be a crucial differentiator (individually and as a firm). Do not underestimate the power of being a positive influence within a business.

Record where you have successfully exceeded client/customer or colleague expectations but don't just try to collect in kind. Take that learning to a broader audience through your peers, your manager, and your company more broadly. What you experience at a work level is likely an opportunity to adjust or recraft your business processes or marketing messaging. Elevate your thinking to long-term growth for the business you are investing your time with, seek out exploration of ideas, discussion and strategy on how you could be better positioned to add value to the next client in conversation with your manager.

4 - Help identify systemic issues/opportunities for client pain-points (speak out on what needs to be improved)

Chances are - you're tackling a problem that someone else has experienced before.

Continually ask yourself - WHY?

If there are ways that you can aid clients, the industry or the sector - take responsibility for chasing down how your business might affect or shape projects so that clients (and you) don't have to reencounter the same challenges unnecessarily. Elevating your gaze beyond 'doing the work' will elevate perception of your leadership qualities. In short - it tells people you are going somewhere.

If you can achieve any or all of items 1 - 4, you will differentiate yourself as someone who wants to add meaningful value. Where additional value is created, career opportunities and rewards abound.

p.s. if you can't demonstrate the examples above, use the conversation as an opportunity to explain what you plan to do in 2022 and garner feedback on how your manager thinks you can best add value, level up and differentiate your personal value to the business.

p.p.s. even the most seasoned managers can be anxious going into annual reviews. Take the time to orient the conversation, set expectations on what you'd like to get out of the conversation and support a two-way conversation.