How Great Leaders Approach Performance Reviews

It’s that time of year again—performance reviews are right around the corner for most of us. For some, it feels a bit like tax season: necessary but hardly anyone’s favorite ritual. Employees brace themselves, managers scramble to prepare, and HR quietly steels itself for a flood of forms and follow-ups.

But here’s the thing: the review itself isn’t the problem. It’s how we approach it.

As an executive coach, I’ve sat with leaders who’ve admitted, “Honestly, I wing it.” Others overprepare, filling their notes with jargon so dense it could double as legal discovery. Both approaches miss the point. At its best, a performance review isn’t a verdict—it’s a conversation about where someone’s been and where they’re headed. And that subtle shift can change everything.

Treat reviews as conversations, not verdicts.

Why We Still Need Performance Reviews

With all the talk about continuous feedback, some leaders wonder if reviews are outdated. They’re not. People still want clarity. They want to know, “Am I on track? Do you see my effort? What’s next for me here?”

One of my clients, a vice president in a global tech firm, shared that she dreaded writing reviews until she realized they weren’t about filling HR forms—they were about giving her team a sense of direction. Once she reframed them as a compass instead of a compliance exercise, the entire tone shifted.

Remember, what your employees crave most is clarity. Give it generously.

The Trap Leaders Fall Into

Let me be blunt: too many leaders check the box. They sugarcoat performance or hand out vague “keep up the good work” platitudes, thinking they’re protecting morale. The result? Employees leave the conversation more confused than before.

Here’s the irony. The same leaders who hesitate to be direct are often the ones frustrated that their teams don’t improve. You can’t drive growth without candor. And employees—especially high performers—actually want that honesty.

Coach’s tip: Skip the script. Anchor your feedback in specific behaviors, not abstract labels.

How to Deliver Feedback That Actually Lands

Preparation matters. Not the kind that creates a 12-page novel of bullet points, but the kind that ties feedback to observable moments and future goals. Think less courtroom, more coaching session.

For example, instead of saying, “You need to improve communication,” try, “In last month’s presentation, you skipped key details that left the client asking follow-ups. Next time, outline three main points upfront so your message lands cleanly.” Notice the shift? One feels like judgment, the other like guidance.

And let’s talk about balance. Yes, you need to acknowledge what’s working well. But don’t confuse encouragement with sugarcoating. Praise should be specific, too. People see through empty compliments.

Coach’s tip: Use the “feedforward” method—focus on what to do next, not just what went wrong.

What High-Performing Executives Do Differently

Here’s what sets top leaders apart: they don’t wait for the annual review. They build a rhythm of ongoing feedback, so when review season arrives, nothing is a surprise.

One CEO client told me she treats feedback like brushing her teeth—it’s just part of daily hygiene. If someone nails a presentation, she says it right then. If someone misses a detail, she addresses it the same day. It’s consistent, it’s normal, and it lowers the stakes for everyone.

Coach’s tip: If you wouldn’t say it mid-year, don’t save it for review season.

What Employees Remember Most

Here’s the truth: your employees won’t remember their rating six months from now. They’ll remember how you made them feel in that meeting. Did you look them in the eye? Did you silence your phone? Did you signal belief in their potential?

Executive presence isn’t just about how you carry yourself in the boardroom—it’s about how present you are in a one-on-one. Your words in that moment can reinforce someone’s confidence or plant seeds of doubt that last for months.

Coach’s tip: Block the time, close the laptop, and make them feel they’re the only person in the world for that hour.

Final Thought

Performance reviews aren’t going away, but they do need a shift in mindset. If you approach them as opportunities to judge, you’ll get defensiveness. If you approach them as opportunities to guide, you’ll get growth.

If you approach the review as opportunities to judge, you’ll get defensiveness. If you approach them as opportunities to guide, you’ll get growth.

So here’s my challenge: before your next review, ask yourself—am I writing an evaluation, or am I starting a conversation that will shape someone’s career? Your answer will determine whether your team dreads this process… or actually looks forward to it.