Performance Reviews That Work: Giving Feedback Without the Fluff

Let’s call it out.

Most performance reviews are theatre.

We block out an hour. We pull up a template. We dance around the real issue. We say “overall, doing well” and hope the message somehow lands through polite language and HR-safe phrasing.

Then three months later, we’re frustrated that nothing changed.

Here’s the uncomfortable truth:

Performance reviews don’t fail because people don’t care.

They fail because leaders avoid clarity.

And clarity is kindness.

1. Stop Saving It All for the Annual Event

If the first time someone hears about a performance issue is in their review, you’ve already missed the mark.

Reviews should confirm what’s already been discussed, not introduce it.

High-performing cultures operate on rhythm:

• Real-time feedback

• Weekly or fortnightly check-ins

• Clear expectations that don’t drift

📌 If feedback feels like a surprise, it’s not a review problem. It’s a leadership problem.

2. Be Specific or Don’t Bother

“Need to be more strategic.”

“Work on communication.”

“Take more ownership.”

These are filler lines. They mean nothing.

If you want behaviour to change, you have to name it:

• What exactly happened?

• What was the impact?

• What does better look like?

Good feedback is observable, not emotional.

Instead of:

“You need to be more proactive.”

Try:

“In the last two project updates, risks were raised by others. I’d expect you to surface those first. Let’s fix that.”

No fluff. Just clarity.

3. Separate the Person from the Pattern

Executives often hesitate because they don’t want to demotivate good people.

Here’s the key:

You’re not attacking the person. You’re addressing a pattern.

High performers actually want this level of honesty. It shows you respect them enough to tell the truth.

When you soften it too much, it signals the opposite.

📌 Respect isn’t about being gentle. It’s about being straight.

4. Make It Forward-Focused

Reviews shouldn’t feel like an autopsy.

Yes, reflect on what happened.

But quickly pivot to:

• What are we solving?

• What does success look like from here?

• What support do you need?

The best performance conversations end with energy, not defensiveness.

5. Review the Reviewer

Here’s the part most leaders skip.

If multiple people are underperforming or disengaged after reviews, ask yourself:

• Were expectations clear?

• Did I coach early enough?

• Have I modelled the standard I’m asking for?

Performance management is a mirror.

If it’s not working, don’t just look down the org chart. Look up.

Final Thought

Performance reviews don’t need more structure.

They need more courage.

Say what needs to be said.

Say it early.

Say it clearly.

Then back your people to rise to it.

That’s how you build a culture where feedback actually moves the needle, instead of just filling a form.

Coming Up in Edition 71:

The Accountability Gap: Why Smart Teams Still Miss Targets

We’ll unpack why capable people fall short and what leaders need to tighten up.