How to Handle Performance Reviews Without Losing Trust as a New Manager

Clammy hands. Lead in your shoes. A conversation you donโ€™t want to have.

You feel your team member has been underperforming this year. Youโ€™ve been struggling with what to tell him. The rating youโ€™re giving him means no salary increase. You know he disagrees and that the conversation might escalate.

You prepare for an unpleasant experience. Hoping for the best.

<<pause here>>

Performance reviews. Still used in many companies, and about as fun as getting a root canal.

But they donโ€™t have to be.

What can help you make these conversations easier?

๐—ฆ๐—ฒ๐˜ ๐—ฐ๐—น๐—ฒ๐—ฎ๐—ฟ ๐—ฎ๐—ป๐—ฑ ๐—บ๐—ฒ๐—ฎ๐˜€๐˜‚๐—ฟ๐—ฎ๐—ฏ๐—น๐—ฒ ๐—ด๐—ผ๐—ฎ๐—น๐˜€.

Without these, itโ€™s hard to fairly assess their performance, and explain your decision. 

๐—š๐—ถ๐˜ƒ๐—ฒ ๐—ฐ๐—ผ๐—ป๐˜๐—ถ๐—ป๐˜‚๐—ผ๐˜‚๐˜€ ๐—ฐ๐—ผ๐—ป๐˜€๐˜๐—ฟ๐˜‚๐—ฐ๐˜๐—ถ๐˜ƒ๐—ฒ ๐—ณ๐—ฒ๐—ฒ๐—ฑ๐—ฏ๐—ฎ๐—ฐ๐—ธ ๐˜๐—ต๐—ฟ๐—ผ๐˜‚๐—ด๐—ต-๐—ผ๐˜‚๐˜ ๐˜๐—ต๐—ฒ ๐˜†๐—ฒ๐—ฎ๐—ฟ.

There should be no surprises during a performance review conversation. It should be a high-level summary of all performance related conversations that year. Most of us postpone feedback because we fear confrontation. The reason? The incorrect assumption that giving feedback is a negative thing. Itโ€™s not. Giving constructive feedback is an essential part of your work, and necessary for your team to grow.

๐——๐—ผ๐—ปโ€™๐˜ ๐—ณ๐—ฒ๐—ฎ๐—ฟ ๐˜๐—ต๐—ฒ๐—ถ๐—ฟ ๐—ฒ๐—บ๐—ผ๐˜๐—ถ๐—ผ๐—ป๐˜€. ๐—Ÿ๐—ฒ๐˜ ๐—ด๐—ผ ๐—ผ๐—ณ ๐˜๐—ต๐—ฒ ๐—ฑ๐—ฒ๐˜€๐—ถ๐—ฟ๐—ฒ ๐˜๐—ผ ๐—ฏ๐—ฒ ๐—น๐—ถ๐—ธ๐—ฒ๐—ฑ.

As a manager, some decisions, like who gets which raise or promotion, will piss of certain people. That’s why it’s so important to act with clarity and integrity, setting clear goals, and being able to explain your decisions.

People might get emotional, even angry. Thatโ€™s okay. When that happens, give them some space to either vent or let it out. During heated moments, pause talking about the topic itself, address the emotions calmy, and continue with the topic when things have settled down.

Even if you do all these things, you still might have to deliver bad news (like no raises due to budget cuts). The better you can explain your team why, the easier the conversation. And the better you understand your managementโ€™s reasoning, the better you can pass on the message. Donโ€™t be afraid to ask your manager all the questions you need in order to do this.

When done well, performance reviews mean your team knows what success looks like, how to get there, and how theyโ€™ll be rewarded.