Nobody Wants a Surprise at Their Performance Review
Good feedback is a conversation, not an annual event.
Imagine coaching a hockey team all season without telling the players how they're doing. No feedback after games. No advice during practice. No conversations about what needs improvement.
Then, at the end of the season, you sit everyone down and explain everything they did wrong. Sounds ridiculous, doesn't it? Yet that's essentially how some organizations approach performance reviews.
As year-end conversations begin, it's worth remembering that feedback works best when it's timely, specific, and ongoing.
People shouldn't have to wait until November or December to discover that their manager has been concerned about their performance since March. Nor should they have to wait all year to hear that they're doing something exceptionally well.
In technical industries, feedback is part of everyday operations. We correct a process before it becomes a problem. We adjust equipment before it fails. Why would we treat people development differently?
Great leaders make feedback a regular part of the relationship. They recognize effort. They address concerns early. And they make development a shared responsibility.
By the time the annual review comes around, there shouldn't be any major surprises. Just a thoughtful conversation about progress, growth, and what comes next.
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