Before Your Next Performance Review, Read This

Your performance review isn't just about your performance. It's about your positioning.

Not only is the meeting measuring what you've done, it's also shaping how others see you going forward. And most people walk in treating it like a report card instead of a narrative where you have some power.

If you want to show up differently to your performance review this year, here's what to remember:

You're not being graded. You're building context.

Too many people walk into their review like they're waiting for a teacher to hand back a test. But your boss isn't omniscient; they truly only see a fraction of your work.

Your job in that conversation is to fill in the blanks. Help them connect the dots between what you did and why it mattered.

Instead of saying, "Look how much I did." Focus on saying, "Here's the impact this work had."

That subtle shift changes the entire tone of the conversation.

Every review is a negotiation for your next season.

Even if you're not discussing compensation or promotion, your performance review sets the stage for what happens next (think projects, visibility, autonomy, or trust).

When you treat it like a negotiation, you show up differently.

You start clarifying your boundaries, your goals, and your bandwidth. You use data. And you speak in outcomes.

Then, instead of leaving the meeting wondering how it went, you walk out with mutual clarity.

Don't just bring wins... bring wisdom.

Everyone lists accomplishments like their rattling off their to-do list from the past 365 days. Few people articulate what they learned.

That's where you can stand out.

Say things like:

"One thing I realized this quarter is that I do my best work when I'm brought in early to shape the strategy, not just execute it."
"I learned that when I delegate earlier, we hit deadlines with less stress and that's something I want to build on next quarter."

That kind of reflection shows maturity, foresight, and self-awareness... traits managers remember when they're deciding who to trust with more responsibility.

Redefine feedback as fuel, not fault-finding.

Feedback is a dataset.

You don't have to agree with it, but you should always analyze it.

Is this feedback about me or about the system I'm in?
Is this input about my performance, or my proximity to a leader's preferences?
What can I extract from this that helps me grow, regardless of how it was delivered?

This mental reframing keeps you from spiraling into self-doubt and positions you as someone who can handle critique with composure and curiosity.

Come with an agenda.

Treat your performance review like a strategic meeting, because that's exactly what it is.

Bring these three things with you:

A reflection: "Here's what I learned about myself and the role this year."
A data point: "Here's what's working and what could be more effective."
A question: "What would make the biggest impact if I focused here next quarter?"

That's it.

That's how you move from being evaluated to being influential.

Performance reviews won't always be comfortable, but they're one of the few structured spaces where you have your manager's full attention.

Use it.

Walk in grounded in what you've done, clear on what you want, and curious about how to make the next season even better.

And remember, you're not proving yourself. You're positioning yourself.

That's a very different kind of power.

Take care,

Tara

P.S. My 6-session 1:1 coaching packages are officially sold out for 2025, but January sessions are open for booking. Lock in 2025 pricing before new rates take effect in 2026.