Let’s talk about something that sparks eye rolls in even the best workplaces – performance reviews.
At BetterCulture, we’ve often consulted on this topic, and while we could go deep, today we’re keeping it simple: here’s a fresh perspective to transform a manager’s role in employee evaluation conversations that will make those conversations more impactful and effective.
Why the Traditional Approach Falls Short
Trying to cram everything – praise, growth planning, discipline, and compensation justification – into one meeting is like using a Swiss Army Knife when you really need a scalpel…and a chainsaw…and a power sander. Not ideal. Too often, performance reviews try to be all things at once:
- Summative assessments to document how someone is performing,
- Formative tools to help them grow,
- Justifications for disciplinary or advancement action, and
- Evidence to tie into compensation.
No wonder these meetings can feel rushed, scattered and ineffective.
We often tell BetterCulture clients: the more capable your front-line supervisors, the less you need rigid, annual (or other timeframe) reviews. But if you’re sticking (or you’re stuck!) with that process, here’s a way to make it more worthwhile.
The Three Performance Review MindSets for Managers
Regardless of your company’s review format, the key to a meaningful conversation is ensuring that managers show up with one clear intention. Before your next performance review meeting with someone you supervise, decide which of these three MindSets fits the situation best:
1. The Raving Fan
Use a cheerleading, raving fan frame of mind when conducting your annual review with high-performing star employees. A performance review is your moment to celebrate this employee’s achievements enthusiastically. Say thank you, recognize their impact, and ask how you can support their continued growth and satisfaction.
Don’t get bogged down in dissecting why you gave them a ‘mere’ 4 out of 5 on any specific item. Top performers are often perfectionists. And if your goal is to ensure that they leave the performance conference feeling as appreciated and jazzed as possible, don’t open up that can of worms. If you do, there is a chance they leave thinking more about what they need to improve than on how much you appreciate them.
Don’t get us wrong. We want you to push your best employees to improve. Do it the next day. Do it any other time. Just don’t do it during the formal review – that time is for making them feel seen, valued, and fantastic.
2. The Coach
Managers should adopt a coaching mindset for middling, solid performers who have room to grow. Start by reinforcing their value to the team, then focus on one or two specific areas for development.
Collaborate on a mini growth plan and commit to providing the support, encouragement, nudges, and feedback they’ll need along the way to succeed.
Ensure that these employees leave feeling appreciated for the things they are doing well, and with absolute clarity on one or two things they can focus on to improve their contribution and performance.
3. The Parent
This one can be tough – but it’s necessary. When someone’s performance is struggling, it’s time for a direct conversation. A manager’s approach with an employee who is not meeting expectations should be a parental tone.
These visits should combine clarity and care, with the main goal of ensuring that the employee understands what the expectations are, where they are failing, and exactly what they need to do to meet and exceed expectations.
It can be helpful prior to these conversations for a manager to identify as well as they can the root cause of the lack of performance.
- Lack of effort? Set clear expectations and communicate that continued underperformance will not be acceptable.
- Lack of skills or knowledge? Map out a concrete training plan and offer support and encouragement.
- Lack of ability? You may need to initiate a conversation about a transition into a different role – inside or outside the organization.
Better Reviews Start with a Better Mindset
Even if your company’s evaluation tool isn’t ideal, if a manager will show up prepared with clarity of thought regarding which of the above three manager mindsets they want to adopt, the time spent conducting performance reviews will shift from a “necessary evil” to a positive leadership moment.
Want More?
This 3-mindset approach to performance reviews is just one of dozens and dozens of leadership tools and tactics we teach in our various BetterCulture leadership training programs.
Visit our leadership development page to explore options to dive deeper, and develop leadership excellence for yourself or your organization.
