Best Practices for Performance Reviews

In my 18 years at Amazon, I've seen more careers transformed by the next 2 weeks than by the other 50 weeks of the year combined. It's performance review season. Most people rush through it like a chore, seeing it as an interruption to their "real work." The smartest people I know do the opposite: they treat these upcoming weeks as their highest-leverage opportunity of the year. After handling over fifty feedback requests, self-reviews, and upward feedback 𝘢𝘯𝘯𝘶𝘢𝘭𝘭𝘺 for nearly two decades, I've learned this isn't just another corporate exercise. This is when careers pivot, accelerate, or stall. Your feedback directly impacts compensation, career trajectories, and professional growth. Your self-assessment frames how leadership views your entire year's work. This isn't busywork—it's career-defining work, but we treat it with as much enthusiasm as taking out trash. Here's how to make the most of it: 𝗚𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗼𝘁𝗵𝗲𝗿𝘀 𝘄𝗼𝗻'𝘁 - Ask yourself: "What perspective am I uniquely positioned to share?" Everyone will comment on the obvious wins and challenges. Your job is to provide insights others miss, making your feedback instantly invaluable. 𝗗𝗲𝗳𝗲𝗮𝘁 𝗿𝗲𝗰𝗲𝗻𝗰𝘆 𝗯𝗶𝗮𝘀 - I keep a living document for every person I work with. When something feedback-worthy happens—good or challenging—it goes in immediately. No more scrambling to remember projects from months ago. This ensures specific, timely examples when needed. 𝗠𝗮𝘀𝘁𝗲𝗿 𝘆𝗼𝘂𝗿 𝘀𝗲𝗹𝗳-𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 - Don't just list tasks—craft a narrative. Lead with behaviors that drove impact. Show your growth in handling complex situations, influencing across teams, and making difficult trade-offs. Demonstrate self-awareness by acknowledging areas where you're actively improving. 𝗙𝗼𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 - They receive little feedback all year. Focus on how they help you succeed and specific ways they could support you better. Make it dense with information—this might be their only chance to learn how to serve their team better. 𝗢𝗻 𝗴𝗶𝘃𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - The difference between criticism and valuable input is showing you genuinely want the other person to succeed. When that intention shines through, you don't need to walk on eggshells. Be specific about the behavior, its impact, and how it could improve. 𝗥𝗲𝗰𝗲𝗶𝘃𝗶𝗻𝗴 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘄𝗲𝗹𝗹 𝗶𝘀 𝗮 𝘀𝘂𝗽𝗲𝗿𝗽𝗼𝘄𝗲𝗿 - Good constructive feedback often feels like an insult at first. But here's the mindset shift that changed everything for me: feedback is a gift. It's direct guidance on improvement from those who work closest with you. When you feel that defensive instinct rise, pause and focus on understanding instead. Here's your challenge: This year, treat performance review season like the most important work you'll do. Because in terms of long-term impact on careers—both yours and others'—it just might be.

I've never been surprised by a performance review, and you never have to be either. If you passively receive your performance review, you won’t get much from it. You have to drive the process to get the best review. Here is what to do before, during, and after your review for maximum results: Before the review (~2-3 months): -A few days before a routine 1:1, tell your manager that you would like some feedback. Give them a few days to think deeply and prepare. Don’t ambush them. -Ask them to provide feedback in terms of the score you would like to receive on your review. For example, ask “Am I performing at a top-tier level?” if that is the term your organization uses. -If you receive corrective feedback, begin addressing it immediately. -Line up your peer reviewers. Let key peers and peers of your manager know that you will ask them for feedback at review time. Get their feedback and begin to address it. Before the review (~3 weeks) -Send your reviewers a prep list. Throughout the year, maintain a list of your accomplishments and deliverables. Send this to your reviewers when they are preparing your review to help them remember what you have accomplished throughout the year. During the review -Reply to all feedback, positive or negative, beginning with “thank you.” -Don’t argue with feedback, even when you disagree. Instead, say “I respect what you are saying, but I am having trouble fully understanding it. Can you give me a specific example?” -For positive feedback, ask if you should seek to do more of that action. Ask where it would help the organization if you did it more. After the review: -Take immediate and visible action on the feedback. -Verify negative feedback with respected advisors if you don’t agree or understand it. If they support the criticism, revisit your objection. If they don’t, think about how you can work around that negative feedback rather than changing to address it. -If your review goes well, begin a discussion about how to grow your role or responsibility. If you want to read about each of these steps (and more) in greater depth, see this week’s newsletter: https://buff.ly/MR9Yooq Readers- How else can employees take charge of their annual reviews for maximum results?

I just completed my 245th performance review while at SEIA…….. (We do mid-year and end-of-year, and I clearly have too many direct reports.)   Anyway, reading 245 self-evaluations (the prerequisite to the performance evaluation) has left me with some important takeaways:    1. Cover the entire year! I can’t tell you how many annual self-evaluations I read that focus only on the last three months. I know January seems far away when you are writing in November, but this is supposed to cover your entire year! Don’t rely on your supervisor to remember things that you have forgotten to mention. When I do my self-evaluation, I open up my calendar and review it week by week to remind myself of all the different things that happened during the year. That doesn’t mean I include everything, but it does mean that I highlight the big moments, events, and accomplishments that took place 8 months prior. 2. Quantify success to the extent possible. I love stats, numbers, comparisons, and metrics. I want to know if you met your revenue goals or how many people are communications efforts reached. Whatever your area of expertise, find a way to accompany your qualitative explanations of success with quantitative metrics. 3. Be honest. Please don’t tell me that you singlehandedly passed a piece of legislation (my policy teams don’t say this, to be clear!!!). I won’t believe you and it will undermine your credibility. But you may want to highlight how you drafted the advocacy strategy and led the coalition meetings to get the bill over the finish line. The same applies to rating yourself – if you are giving yourself 5s across the board (which in our reviews means Created New Standard), you better be ready to explain how and why that applies. Otherwise…..credibility is again in question. 4. And don’t be shy. With #3 in mind, you do need to be your own advocate. No one knows as well as you do what you accomplished over the past year. So tell your story. Paint the picture for your supervisor about how you exceeded your goals and brought great value to the organization. Just do it with integrity and your self-evaluation will be more meaningful.    I’m sure many of you are heading into an annual review in the next few weeks, so I’d love to hear from all of you in the comments⬇️   What is your best advice? What tips do you have for your own annual review?

Do your performance reviews still feel like guesswork? The latest SAP SuccessFactors release quietly introduced something game‑changing: AI that actually helps you write feedback and plan goals. Here’s what caught my eye. • The new Performance & Goals module now suggests comments based on the skill and rating you choose. No more staring at a blank box wondering how to phrase constructive criticism. • It generates “performance insights” that sift through an employee’s data and summarize strengths, achievements, and areas to improve. In other words, you walk into one‑to‑ones with a clear picture and a fairer perspective. • Sentiment analysis flags negative or mixed feedback in 360‑degree reviews, so you know where to focus your coaching. • Preparation time for compensation discussions drops by 90% because AI surfaces the right talking points, and overall performance goal‑setting is 80% faster. What this really means is that AI is moving from buzzword to practical tool. It’s taking the busywork out of reviews and letting managers spend more time on real conversations. And it’s doing it while employees still feel seen and fairly evaluated. I’m curious: would you trust AI to help shape feedback and compensation discussions? Have you tried any of these tools yet? Share your experiences — or tag a colleague who should weigh in. #SAPSuccessFactors #PerformanceManagement #AIinHR #PeopleAnalytics #FutureOfWork

Have you ever noticed how a single piece of criticism can linger in your mind longer than a dozen compliments? This phenomenon, known as the "negativity bias," is an evolutionary survival mechanism deeply embedded in our brains. It made sense for our ancestors who needed to stay alert to dangers, but in our modern era, it often causes us to dwell unnecessarily on negative experiences. This bias influences more than just personal feelings; it can impact our professional decisions and relationships as well. By understanding that our brains are predisposed to focus on the negative, we can start to retrain ourselves to also see the positive. Recognizing this can lead to a significant shift in how we process daily interactions and setbacks, leading to a healthier, more balanced perspective. The real challenge is to transform our awareness of this bias into action. When faced with criticism, try to balance it with positive affirmations. For every negative comment, remind yourself of two positive achievements. Share your successes and positive experiences openly; this not only helps to counterbalance your own biases but also encourages others to focus on their positives, fostering a supportive and resilient network. Additionally, nurturing a workplace culture that values constructive feedback over criticism can help in reducing the impacts of negativity bias. Encouraging open communication and celebrating small wins are practices that can enhance team morale and overall productivity. But how do we embed this into our daily routine? Start with small, manageable changes: - Begin meetings with positive updates from each team member. - Keep a gratitude journal to note daily successes or things you are thankful for. - Set reminders to recognize and appreciate others' efforts regularly. Over time, these practices can help shift the focus from what's going wrong to what's going right, enhancing not just individual well-being but also contributing to a more positive organizational climate. In summary, while our brains may be wired to prioritize the negative, we have the power to change this narrative. By fostering a culture that balances critical insights with positive reinforcement, we can enhance our personal well-being and drive our teams towards greater success. Let’s continue to challenge ourselves to focus on the positive, embracing a more balanced view that can lead to a more fulfilling personal and professional life. #leadership #culture

So many of us have sat in performance reviews feeling unsure of what to say, how to advocate for ourselves, or how to make sure our work is seen. I’ve been there too; on both sides of the conversation. What I’ve learned over the years is this: Reviews don’t create clarity. People do. And clarity grows from trust. When trust isn’t present, employees walk away questioning themselves, replaying the conversation, or feeling like essential pieces of their contribution were missed. But with the right tools, review conversations can become moments of truth, growth, and affirmation, not cringe, anxiety, and stress. That’s why I created a companion guide to the manager resource I posted yesterday: Navigate Your Review With Confidence. It's a concise, five-page guide designed to help employees: • Prepare for review conversations with clarity • Ask for the specifics they need • Advocate for recognition without feeling uncomfortable • Stay grounded when emotions or surprises arise • Turn feedback into meaningful next steps This guide is rooted in my Seven Trust Languages framework and designed to support anyone entering a review, whether you’re early in your career, transitioning roles, or stepping into leadership. If you know someone who is gearing up for their review, feel free to share it with them. Here’s to review conversations that center trust, confidence, and honest reflection. #Career #PerformanceReviews #SevenTrustLanguages #Trust #professionalDevelopment #Annualreview

Giving hard feedback is a challenge I've faced many times as a leader. One particular instance that stands out involved a team member I respected deeply but who had recently begun missing key deadlines. I knew I had to address it, yet I wanted to do so in a way that preserved their motivation and confidence. This experience taught me the importance of careful preparation and a thoughtful approach when delivering tough feedback. First, I make sure I'm clear about the specific feedback I want to provide. Second, I understand that hard feedback should always be delivered in private, and both the recipient and I should be in a calm and receptive state of mind. When sharing feedback, I focus on specific incidents and use "I" statements to describe my observations. For example, I might say, “I noticed you handling this situation differently than usual. I'd like to discuss how we can approach it more effectively.” I also emphasize the importance of this feedback for the person's growth and development. We all need feedback to grow. Without it, organizations can develop unhealthy habits, such as avoiding conflict or only giving positive feedback. This can lead to unresolved issues that damage morale and hinder professional development. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐟𝐨𝐫 𝐃𝐞𝐥𝐢𝐯𝐞𝐫𝐢𝐧𝐠 𝐇𝐚𝐫𝐝 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤: ➝ 𝐔𝐬𝐞 𝐭𝐡𝐞 𝐅𝐨𝐮𝐫-𝐒𝐭𝐞𝐩 𝐒𝐜𝐡𝐞𝐦𝐞: Start with specific examples, share your feelings, explain the consequences, and state your expectations. ➝ 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫, 𝐍𝐨𝐭 𝐂𝐡𝐚𝐫𝐚𝐜𝐭𝐞𝐫: Separate the individual from their actions to avoid defensiveness. ➝ 𝐂𝐫𝐞𝐚𝐭𝐞 𝐚 𝐒𝐚𝐟𝐞 𝐄𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭: Conduct feedback conversations in private and ensure confidentiality. ➝ 𝐁𝐞 𝐌𝐢𝐧𝐝𝐟𝐮𝐥 𝐨𝐟 𝐓𝐨𝐧𝐞 𝐚𝐧𝐝 𝐁𝐨𝐝𝐲 𝐋𝐚𝐧𝐠𝐮𝐚𝐠𝐞: Maintain a calm tone and avoid judgmental language. It’s also important to remember that hard feedback doesn’t have to be all negative. I always try to highlight the positive aspects of the person’s work while addressing areas for improvement. My goal is to deliver the feedback in a way that is constructive and encourages growth. What about you? How do you handle delivering tough feedback? Any strategies you find helpful? #feedback #mindfulness #peoplemangement #leadership #LeadwithRajeev

On being Reviewer 2 (or just don't). I was pushed recently, asked if by saying don't be reviewer 2, that meant don't write negative reviews. My response, no! You can deliver bad news in constructive ways. Here are a few tips for how to write a review, that while delivering bad news, is not cruel. Step 1. Start with Something Positive (If Possible) If there are any strengths in the work, acknowledge them upfront. Example: “The paper addresses an important topic, and the research question is relevant to the field.” Step 2. Be Clear and Direct but Diplomatic Avoid overly harsh or dismissive language. Instead of: “This argument makes no sense.” Say: “The argument would benefit from further clarification, as some key assumptions appear unclear.” Step 3. Use Objective and Specific Feedback Please point to specific sections or arguments instead of making generalized statements. Example: “The methodology section lacks details on the sampling process, which may affect reproducibility.” Step 4. Frame Criticism as an Opportunity for Improvement Instead of: “This study is flawed and should be rejected.” Say: “Addressing these methodological concerns could significantly strengthen the study's contribution.” Step 5. Offer Constructive Suggestions Provide actionable advice rather than just pointing out weaknesses. Example: “Consider including a robustness check to strengthen the validity of your results.” Step 6. Maintain a Professional and Respectful Tone Even if the paper has major weaknesses, avoid personal attacks or overly negative phrasing. Example: “The current version has several areas that need refinement to align with best practices in the field.” Step 7. Conclude on a Forward-Looking Note Encourage them to keep studying the topic and to review their work. Example: “With these revisions, the paper could make a stronger contribution to the literature.” There is no need to "slam a pie" in an author's face, to let them know there paper needs work! You can deliver the bad news in a constructive way, which helps them improve as a scholar in the future! #academiclife #reviewertwo

A bad performance review doesn't define you. But how you respond to it will. If you've ever walked out of a review feeling blindsided, frustrated, or questioning everything, this is for you. Here's how to recover and come back stronger: 1. Separate emotion from strategy. It's normal to feel defensive, angry, or discouraged. Feel it, but don't act on it immediately. ✔️ Take 24-48 hours before responding. Process with someone you trust outside of work. Then shift into problem-solving mode. The goal isn't to prove them wrong. It's to figure out what's next. 2. Ask for clarification without sounding defensive. ✔️ Schedule a follow-up conversation with your manager. Use these questions: "Can you share a specific example of where I fell short so I can understand better?" "What would success look like in this area over the next 90 days?" "Are there other gaps I should be aware of that we didn't cover?" You're not arguing. You're gathering data to build a plan. 3. Build a 90-day action plan to address gaps. ✔️ Break the feedback into 2-3 focus areas. For each one: ✔️ Write down the specific behavior or outcome you need to demonstrate. ✔️ Identify who can support you (mentor, peer, manager). ✔️ Set weekly check-ins to track progress and adjust. ✔️ Share your plan with your manager. This shows ownership and seriousness. 4. Know when the feedback is a signal to leave vs. grow. ✔️ Stay and grow if: The feedback is specific, actionable, and your manager is invested in helping you improve. ❌ Start looking if: The feedback is vague, contradictory, or rooted in bias. Or if you're being set up to fail with no real support. Not all feedback deserves your loyalty. 5. Track your progress and document everything. ✔️ Keep a running doc of what you've worked on, feedback you've received, and wins you've achieved. This protects you if things don't improve. And it gives you proof of growth if they do. You control the narrative; don't let one review write your whole story. A bad review is uncomfortable. But it's also data. And what you do with that data is what separates those who spiral from those who level up. Follow me for more strategies to navigate tough career moments with clarity and confidence.