Performance review season is coming up and that meeting at the end of the year with your manager is not going cut it.
Reaching out to share some inside secrets on what’s being said behind closed doors regarding your performance, by your management.
But first, please substitute the word “performance” with “results”. Many assume that these discreet meetings are roundtable discussions discussing people solely in the context of a ratings recap, such as the following:
Jay did a great job this year removing that legacy process and nightmare we inherited.
Christina implemented a fantastic solution for our clients this year.
Yes these types of comments can come up, but realistically there’s little time to go very deep when discussing everyone on the team. Compensation, bonus and title increases often include a group of managers who discuss the performance of each employee, and together, they will decide on whose role, rank, title or pay changes.
A Common Blindspot Putting your Performance Review at Risk
What most people don’t know about performance review discussions and why I’m writing you today, is that they happen before the management decision roundtable. Senior managers and executives are looking for and bringing in people to share their opinions about you, way before that official discussion happens. And if for any reason they don’t know you very well or can’t speak directly to your performance, they will take the advice of someone who does, usually someone they can trust.
Also important to know is that they want to know your accomplishments but they especially want to speak about your potential in terms of results with a focus on the future – their future initiatives; their future programs.
- Will you help them get that new project off the ground next year?
- Do you work well with others, especially across teams?
- Do you make things happen and can you cut through bureaucracy when needed?
That’s the kind of intelligence going down behind closed doors and it’s happening weeks before the official meeting to decide who gets a higher compensation or title. All of those backdoor one-on-ones are feeding the performance review discussion.
Take the Lead to Ensure an Effective Performance Review
So to manage the perception, are you working your internal network? Who has your management’s ear? Who are your advocates there? How well are you being seen and heard?
As a gutsy reminder, and before others have the chance to weigh in on your reputation before you do, decide what you want to be socialized regarding your performance. I’d like you to start your own brand campaign this week, that speaks to your potential and success next year.
Start with the Who, then move to the What. With respect to the When, I invite you to solicit continuous informal feedback and quarterly performance reviews throughout the year. Follow your instincts, you’ll know when the timing is right to ask the right questions.
If you’re going to be on anyone’s radar, you want to manage the perception and as a gutsy check-in, answer the question: How do I want to be perceived?
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