To ensure continuous alignment, the speaker measured a "surprise factor." Before a review, he and his report would each write down the expected outcome. A mismatch was a failure of his management and communication during the performance cycle. Even positive surprises indicate a coaching failure.
Related Insights
To overcome loyalty bias toward long-tenured employees, leaders should reframe performance reviews. Instead of asking if they are "good enough," ask, "Knowing our future needs, would I hire this person for this role today?" This clarifies whether their skills match future requirements, enabling objective talent decisions.
Move beyond annual reviews by implementing a structured competency model for bi-monthly, one-hour check-ins. This practice removes ambiguity from feedback, makes it conversational and actionable, and creates a continuous, transparent growth loop.
Most managers fail at feedback by avoiding conflict. A better framework combines three elements: toughness (directly confronting the problem), kindness (offering support to improve), and clarity (defining specific actions and the potential positive outcome).
In a supportive culture, managing underperformance starts with co-authored goals upstream. When results falter, the conversation should be a diagnostic inquiry focused on removing roadblocks. This shifts the focus from the person's failure to the problem that's hindering their success, making tough conversations productive.
Ineffective leaders use Quarterly Business Reviews to demonstrate their power by grilling reps. Great leaders use a single deal review as a live coaching session for the entire sales floor, knowing one person's mistake is likely a problem for hundreds of others.
When a manager's evaluation and an employee's self-assessment differ, treat it as a valuable signal. This gap is not a conflict to resolve but a conversation starter to clarify expectations, uncover blind spots, and align on performance standards before formal reviews.
Annual or quarterly performance reviews are high-pressure, judgmental events that create fear. A more effective approach is to reframe management as coaching. This means providing frequent, trust-based feedback focused on developing an employee's long-term potential, rather than simply rating their past performance.
A top-performing CEO adapted the board practice of an "executive session." He periodically removes himself from his own leadership meetings and asks an HR leader to gather candid feedback on his performance. This powerfully models vulnerability and a commitment to continuous improvement for the entire organization.
The phrase "Can I give you feedback?" triggers a threat response. Neuroleadership research shows that flipping the script—having leaders proactively *ask* for feedback—reduces the associated stress by 50% for both parties. This simple tweak fosters a culture of psychological safety and continuous improvement.
The term "strategic" is often a catch-all excuse used by managers during performance reviews when they fail to provide concrete, coachable feedback. It's a sign the leader needs to clarify their own expectations before they can effectively coach their team member.
