Whether it just crept up on you, or you were so busy dreading it that you buried your head in the sand like an ostrich, it’s that time of year again: your performance review is coming up! But don’t worry. Don’t panic. We’ve got some advice for maximizing your time in the seven days before the big day. We want to make sure you leave your review feeling confident about the year behind you and the year ahead of you.
For your performance review next week:
This is for the promotions and compensations element of performance review. If you want more about the learning and development part of reviews, check out our pieces on asking for feedback and more facetime with your manager.
It’s nearly impossible to adequately discuss everything that happened in the span of a year, so don’t even try. Instead, focus on summarizing your year in the form of a story. The Harvard Business Review reports, “In terms of making impact, [a story] blows the standard PowerPoint presentation to bits.” Building a narrative is more compelling because:
Using storytelling will help your boss follow the narrative of your successes — and put your failures and mistakes in the context of your development. This holistic approach to storytelling also allows you to circumvent recency bias, which is especially important if your year started off strong, but ended on a sour note.
In addition to your key message, you shouldn’t be afraid to ask for what you want during your performance review. Maybe it’s been a rocky year and all you want is to keep your job or you’ve had a stellar year and you think your bonus should reflect that. In either scenario, ask for it or you’ll leave your performance review with as a great a sense of uncertainty as you entered it with.
Don’t beat around the bush. Use simple, direct, professional language like, “I hit the goals you outlined at the beginning of year, am I on track to max out my bonus?” Or “I know this past year presented some challenges, but after reviewing my game plan for the year to come, can I count on your support to hit my objectives?”
Now, you can ask, but you don’t always get what you asked for. However, by asking, you’ve made an opening to have a conversation about what’s standing behind your boss’s “No.” Instead, of trying to read your manager’s mind, you can exit your review with the knowledge you need to make the right next step. You’ll know whether there’s an issue with your performance or if the timeline is simply wrong for what you want.
You won’t be the only one talking during your performance review. Your boss will likely have some positive things to say, but will also identify some “opportunities.” Don’t let yourself get caught off-guard. Go into your meeting aware and prepared for the constructive criticism coming your way:
Keep your story from sounding like a fairytale by backing up your claims with metrics. Whether you’re a salesperson with a major increase in year-over-year sales or you’re a manager that drastically reduced employee turnover, take the time to find those numbers and package them in an easy to read format for your boss. Numbers are sticky. They’re more compelling than words alone. They help you chart your progress and figure out how to get to the next step.
If your metrics aren’t the greatest, be sure you pull in outside data. Maybe your sales weren’t great, but maybe sales weren’t great nationwide and while your numbers were down 5% that was still less than the 17% national average for the sales team. Provide context, not excuses for your misses.
To sum up:
Performance reviews may be scary, but they don’t have to be daunting. If you’ve spent the week preparing, trust in yourself to do a good job during your review. Remember, this is not some weird, mystery boss alien dropped off before your performance review. This is the very human person you’ve been working alongside all year. Your manager struggles with performance reviews just as much as you do, so you’re in this together. Just behave as you would during any other important meeting with a superior. Ask questions, take notes and repeat key points back to your manager for clarity. Get the most out of this precious, uninterrupted time with your manager. You want your manager to leave the meeting feeling like you’re an engaged employee ready to implement their directives for the year.
After your performance review, take some time to review your notes. Then, create a plan for implementing your boss’s feedback and identifying how any changes will affect you and your work for the upcoming year. Break your plan into monthly and quarterly objectives, so you can make steady progress over the next 12 months.
If you’re actually type A person who’d never leave it to the last minute to prep for your review, you can check out this guide that helps you prepare for your review over several months. To reduce the anxiety and the mystery that swirls around performance reviews, you can talk to your manager about setting up mini-quarterly progress meetings. This way, you always know where you stand career-wise and you can address minor issues before they become major issues that put your success at your company in jeopardy.