Delivering performance reviews doesn’t have to feel like a dreaded annual task! This post shares how to deliver more helpful, and growth-focused reviews—with clear tips, thoughtful questions, and a simple framework (Model, Coach, Care) to guide your approach. Whether you’re a new or seasoned manager, learn how to turn reviews into meaningful conversations your team will actually value and support their growth.
Take a moment to reflect on your own career journey. Who helped shape you into the person you are today?
Most likely, the most memorable and helpful leaders were the ones who gave real, honest and constructive feedback with the goal of supporting your growth and skill development. Not just once a year on performance review day, but all year round.
If you are in performance review season, here’s a simple guide to keep the conversation focused, authentic and actionable, showing how much you value and believe in what’s possible for your employees while building trust. Because, yes, all these things are possible!
1. Pre-Review: Reference Notes, Observations and Stakeholder Input
When it comes to writing reviews, it might be tempting to pull together your feedback the week before reviews are due. But let’s be honest, you probably already know that’s not the way to go. Performance reviews work best when you treat them as an ongoing process throughout the year. Choose your system of choice to save kudo notes, accomplishments and observations you make throughout the year (One Note, Microsoft Word, Notion, email folders or whatever is easiest). That way you can refer back to the information easily when it comes time to pull the review together.
💡Pro Tip: If your company has set dates for when performance reviews are due, block time on your calendar well in advance to allow enough prep time. If you are managing managers, it’s helpful to schedule quarterly check ins to have an informal discussion about team performance. This extra focus ensures anyone who wants to grow to the next level is tracking to their development plan and getting the visibility needed to support a promotion.
Ideally, your direct reports should already have a clear sense of how they’re doing, and nothing in the review should catch them off guard. The ultimate goal is to limit surprises at review time!
“Withholding feedback is choosing comfort over growth.”
-Adam Grant
2. Approach with Care, Curiosity and a Commitment to Development
Besides leveraging your notes and stakeholder input, read through your employee’s self assessment to identify any gaps in expectations. Review both the work itself and the way it was done to hone in on the employees’ designated strengths and areas of improvement. If you get stuck, ask yourself these questions:
- Did they deliver on their core priorities?
- Were they adaptable?
- Were they collaborative?
- Were they supportive of their teammates?
- Did they show growth in areas you’ve previously flagged?
What matters most is that your feedback is honest, specific, and valuable. Broad statements like “You’re doing great” or “This needs work” don’t give anyone direction. Focus on real behaviors and their impact.
3. The Performance Review Conversation
When it’s time for the review itself, make it a two-way conversation. This Forbes article suggests letting the employee start the discussion by sharing what has felt good, what has felt difficult, and what they want next. This insight will help you tailor your support and shows that you trust them to co-own their development.
Below are some questions you can ask your employees to encourage insight:
- What accomplishments are you most proud of this year?
- Where do you feel you’ve grown the most in your role?
- What feedback or recognition has meant the most to you?
- What challenges have you worked through, and what did you learn from them?
- Which of your strengths have been most valuable to the team?
- What would you like to do more of in the coming months?
- How can I better support your growth and success moving forward?
Use the Model, Coach, Care Framework
To steer team members more efficiently, I appreciate the simplicity of the “Model, Coach, Care” framework. If you have a premium membership to LinkedIn, here’s a course on Microsoft’s methodology and how it works. Below is an brief recap of each component.
→Model: At its core, a manager’s role in the performance review process is to guide growth, not just evaluate it. Start by modeling the behaviors, values and standards you want to see from your team, setting the tone through your actions.
→Coach: Be able to provide clear feedback, ask thoughtful questions, and help people build the skills they need to thrive.
→Care: People can spot insincerity and self-serving behavior. Demonstrate genuine care for your people, their development, and their work experience. When performance conversations have this foundation, they become a signal of investment more than a formality.
Here’s an Example of What That Could Look Like
→Model: “One thing I try to do in client meetings is stay calm under pressure and keep things solution-focused. I’ve noticed you doing something similar by [name example]. It elevates the team’s credibility in high-stakes situations. Thank you.”
You’re building trust and making the person feel seen, while also acknowledging strengths you lead with and appreciate.
→Coach: “What’s felt different for you in those moments, and where else would you want to lead?”
This prompts self-reflection, awareness and ownership, and it allows you to link current behaviors with long-term potential.
→Care: “I really appreciate the way you’re showing up by [example here]. If anything is getting in your way or if you need something from me, let’s talk about it.”
You’re reinforcing that you’re invested in their success and experience.
Consistent Performance Reviews
Every review should be rooted in fairness to all employees across the board. So check in on any possible biases you might have (it happens!) and ensure expectations are aligned with your entire team. If you’re not sure whether your performance criteria is consistent, it’s worth pausing to ask: Would this feedback apply the same way to someone else doing similar work?
Go in with a clear scope on what you plan to deliver, and then stick to it for all employees. This infographic offers 10 Ways to Give an Effective and Caring Performance Review.
Think also beyond the form, because the review you write is essential, but it’s not the end goal. What matters most is the conversation you make space for, the support you provide, and the goals that emerge in this collaborative effort. Sure, documentation matters for accountability, and that’s why performance reviews are essential, but development depends on follow-through, because the last thing you want to do is waste your own time or someone else’s.
Let your words both reflect the past and shape what comes next. Your team will appreciate your specificity, fairness, and forward-thinking, and you’ll find a more straightforward path to continued growth.
Other tips for delivering effective reviews? Feel free to share in the comments below!
Thanks for reading and sharing! xx
