Preparing for Your Performance Review

A client called last week with panic in his voice. "Can we talk through my performance review?" It ends up his performance review was that afternoon and he was feeling overwhelmed (to say the least). What I heard from him aligns with what I hear from most people, in most industries, in most positions:
-We only do performance reviews once a year.
-I don't really know what I am supposed to prepare. 
-My boss does a lot of the talking.
-I don't think they really matter.
-I hate them. 

It always shocks me when people are so vehemently against performance reviews. Who doesn't want to receive feedback on your performance and put some structure to the future? Who doesn't want to have dedicated one-on-one time to discuss your development? And then I snap out of my dream world and remember that is not how most performance reviews are conducted. 

Before starting Kadima, I experienced a variety of performance reviews:

-Once I had a boss that no-showed. She literally did not show up and when I confronted her about it, she said she forgot. Wow. Nothing makes me feel like a valued employee like totally forgetting about my performance review. 

-Once a boss took me to a frozen yogurt shop (instead of her office, which I had recommended) for my performance review. She was very clearly avoiding work discussion the whole time we were there and as we were finishing I pulled out my notes and asked if we could review my performance for the past year. She stood up, threw away her empty bowl, and (I very clearly remember this) said, "Ehh, you did a good job. I don't think there is anything to talk about. Let's head back to the office." and then promptly walked out the door.

-Once I had a boss who started my performance review off with, "Since you are getting married, do we even need to have this conversation?" Besides the fact that this is super sexist and inappropriate, it put me in the defensive position from the start. 

And on the other hand, I once had a boss who dedicated half a day to performance reviews for each of his direct reports. He turned it into a discussion, a space to explore. We would walk through the past year and he would ask questions that prompted reflection on my development. Then he would transition to asking my opinion about my performance. We would discuss my thoughts and he would incorporate his feedback through the conversation. We would spend the second half of our time together brainstorming about what next year could look like and ended by identifying both behavioral and performance goals we both agreed with. Mind you, that was not the only discussion through the year we had about my performance. That's why we could have a discussion. 

It is easy, as an employee, to feel out of control in a performance review. People tend to think the boss owns that meeting. However, I constantly find there are many ways you can set yourself up for your performance review. (Are you the boss? Keep an eye out for a blog just for you!)

The first thing you need to do... 
CARVE OUT TIME TO PREPARE. 
Taking time to intentionally prepare will set you up for success. Schedule 10-30 minutes to review the below. You will have the important things top of mind and you will walk into (or log into) your performance review prepared and confident. 

During your preparation time, consider the following:

What are you feeling? Many people experienced increased anxiety and stress. Name the emotion and give it some facts to validate (or invalidate) it. 

Identify two things you did phenomenally this year. Was it a goal you were assigned that you went above and beyond with? Was it a coworker who you intentionally built a relationship with? Was it a project you were asked to jump into last minute? Was it a skill you added to your tool-belt? You want to have these ready to share. It is valuable to have specific examples when you talk about your growth, where you have add value, and how you contribute.

Identify two things you recognize you could have done better... and what you are doing about them. These do not have to be failures. These are the areas you recognize for improvement. It may be a specific task (I realize I have the opportunity to decrease the number of errors in submitted reports.) or it may be behavioral (I realize I have the opportunity to increase team buy-in prior to rolling out a new initiative.). Then, you want to identify what you are doing about those situations. How are you improving? 

Brainstorm questions to ask your boss. Let's face it - your boss may not be the best at giving feedback (positive or constructive!). If you want it, ask for it! The more specific your questions are the more specific the answers will be:

I am really interested in the Brach Manager position. What skills would you like to see me develop in order to consider me for that position in the future?

I enjoyed working with the marketing team on the demographic research this past year. What other opportunities are there to collaborate with them moving forward?

You took a risk promoting me to this role. What have you seen fall off your plate as a result of the work I am doing? 

What additional responsibility do you hope I will take on this coming year?

What would it look like to go above and beyond for project z? 

Identify what you need from your supervisor. We all need something from our boss. Maybe it's more one-on-one time, maybe it's higher direction, maybe it's less involvement, maybe it's personal development time, maybe it's a program or piece of equipment. This is your opportunity to ask for what you need. Always phrase it as an "I" statement: 

I have recently started working on some tasks I have never been responsible for. I would really benefit from your guidance and direction. 

I have really appreciated your involvement with the past three projects I have managed. You were pivotal in getting the designs approved so quickly. I am just about to start on project x. I am confident in my ability to excel on this one and would love if I could try owning it completely. It would help me gauge where my gaps still are and I could review the project with you weekly to make sure you are comfortable with the direction I am taking it. 

Identify what you want to focus on next year. People always get caught off guard when the boss, during a performance review, asks "What goals do you have for next year?" You know the question is coming - prepare your answer! If you do not champion for your future, someone else will begin directing it. You should walk into the conversation with a minimum of three identified performance goals and at least one behavioral goal. (Unless you have a performance review process that has a different set of goals/objectives - then obviously prepare to the process!). As a reminder, your boss always has final say, so just because you bring ideas to the table does not mean those will be accepted. However, if you are thoughtful about the goals you prepare and make sure they support your company/department/team objectives, align with your job description, and challenge you to preform at a higher level, you set yourself up for success. 

As a quick reminder, when you write out a goal you want it to be 
Specific - what does a good job look like? 
Motivating - are you interested in this goal?
Attainable - is the goal challenging and achievable?
Relevant - is it aligned to company/department/team goals and your aspirations?
Trackable - how will you measure progress and results?

THE DAY OF YOUR PERFORMANCE REVIEW
If possible, do not schedule any meetings right up to your performance review. Your goal is to put yourself in a position to have a successful conversation. You want to arrive prepared and early and have your head in a good place. Rushing into the room apologizing enhances your propensity to be reactive. 

-Arrive early.
-Bring your notes. 
-Take three d-e-e-p b-r-e-a-t-h-s.

The intention of a performance review is to help get you the direction you need to have another successful year. Although you may not have the opportunity to dictate how your supervisor handles the experience, you get to choose how you show up, what you communicate, and how you apply the feedback you receive. 

Can we help you prepare for your performance review? Let us know (danielle@kadimaleadership.com) - we are here to support you!