Transforming Performance Reviews into Growth Opportunities

It’s that time of year again—performance review season!

At Carew, we believe that performance reviews shouldn’t be a one-and-done instance that happens at the end of the year. They should be ongoing coaching opportunities that offer feedback, guidance, and a structured approach.

Here’s the thing: According to Gallup, only 14% of employees strongly agree their performance reviews inspire them to improve and grow.

This is likely because most managers haven’t been trained to evaluate performance, give feedback, or create a developmental plan. Leading to a dreaded, annual, unnatural conversation in which team members feel like they are talking to a completely different person than they are used to working with.

When done right, with continuous feedback, coaching, and development – performance reviews can be a powerful tool for growth, motivation, and building stronger relationships with your team.

Performance Reviews:

• Demonstrate that you value your team members’ contributions
• Show that you are interested in their development
• Allow you to recognize achievements and offer constructive guidance
• Help to uncover strengths and weaknesses and allow you to provide targeted support and development opportunities
• Create stronger connections and build relationships
• Inspire and motivate

Doing Performance Reviews Right

Turning Feedback into a Growth Opportunity

Performance reviews often evoke anxiety for both employees and managers. But they don’t have to! Instead of a dreaded annual event, reframe performance reviews as an ongoing coaching, growth and development process.

This shift in perspective starts with how you approach the review itself.

Setting the Stage for a Productive Conversation

Preparation is key to a successful performance review as a manager. Instead of relying on gut feelings, gather concrete evidence to support your feedback.

Track key performance indicators (KPIs) and take note of specific examples of achievements and areas for improvement. With a clear outline of the points you want to cover, you can structure the conversation to flow smoothly and maintain a positive and constructive tone.

Delivering Feedback Effectively

Start by acknowledging your team member’s accomplishments and strengths. Be specific! Instead of simply saying “good job,” highlight concrete examples of their successes.

When transitioning to areas for improvement, avoid using negating words like “but” or “however,” which can undermine the positive feedback. Frame your suggestions around specific actions and behaviors, focusing on observable areas for growth rather than making it personal.

Creating a Plan for Growth

A performance review shouldn’t be a one-way street. Before the review, ask your team members to reflect on their own performance. Provide them with a framework or questions to guide their thinking (I share some of the questions I use below). This encourages self-awareness and allows you to see things from their perspective.

Then, work together to create an action plan for improvement. Outline clear steps, set realistic timelines, and provide the necessary resources and support to help them achieve their goals. Schedule regular check-ins to monitor progress, offer ongoing support, and keep the momentum going.

Considering The Human Element

Remember that performance reviews are about more than just evaluating past performance; they’re about investing in your team’s future success.

Show genuine interest in your team members’ well-being, encourage open and honest communication, and create a safe space for them to share their thoughts and concerns. Make feedback an ongoing process, offering regular and timely input throughout the year to build trust and strengthen relationships.

Lastly, to ensure your performance reviews focus on growth and development, consider separating them from compensation discussions. This allows for a more open and honest conversation centered on improvement and career progression.

Performance Reviews: Questions to Guide Your Team Members’ Thinking

• What were your top 3 accomplishments this year?
• What are you most proud of achieving this year?
• Did you meet the goals you set for yourself at the beginning of the year? If not, why?
• What were some of the biggest challenges you faced this year, and how did you overcome them?
• What are your top 3 priorities for the next year?
• What new skills did you develop or strengthen this year?
• What areas do you feel you need to improve in?
• What resources or support would help you further develop your skills?
• How would you describe your contributions to the team’s overall success?
• How effectively did you collaborate with others this year?
• What could you have done differently to improve team collaboration?
• How satisfied are you with your current role and responsibilities?
• What motivates you most in your work?
• What suggestions do you have for improving your work environment or job satisfaction?
• Imagine you’re the CEO of this company for a day. What’s the first thing you change, and why?
• What’s one thing we could do as a company to make your job even better?
• On a scale of 1 to 10, how much do you feel your work here matters? Why?
• If you could describe our company culture in one word, what would it be?
• What’s a crazy idea you have for improving our product/service/process?

The original article appeared here on the Carew website. For weekly insights, Information, and inspiration to boost Performance, transform culture, and drive growth - sign up for the Carew blogs.

About the Author: As the Chief Sales Officer at Carew International, I'm committed to the exceptional delivery of sales training and leadership development you need to exceed your company’s growth and profitability goals and to help each participant attain their professional performance potential. Carew provides:

• Leadership Development Programs
• Sales Training Workshops
• Sales Training Needs Assessments
• Customized Sales Training Programs

When I'm not helping clients boost sales performance, I cherish spending time with my children, running, cycling, traveling to new places, and reading about - no kidding - sales and leadership development.