"We should probably do annual reviews"
"We should probably do annual reviews" - But are you doing them right?
Most small businesses approach performance reviews like a dental appointment - necessary but painful, done once a year, and rushed through as quickly as possible.
Surprises shouldn't happen in annual reviews. If it's the first time someone's hearing about a problem, you've already failed.
One conversation a year isn't performance management
What I see going wrong:
❌ "You're doing great, keep it up" (no specific feedback)
❌ Focusing only on what went wrong
❌ No clear goals or development plans
❌ Rushed through in 15 minutes
❌ Forms filled out the night before
What good performance management looks like:
✅ Regular monthly check-ins (not just annual reviews)
✅ Specific examples and clear feedback
✅ Future-focused goals and development
✅ Two-way conversations
✅ Written records of agreements made
Game-changing question to ask: "What support do you need from me to do your best work?"
The result of getting this right:
✔️ Better performance (obviously)
✔️ Fewer surprise resignations
✔️ Stronger legal position if issues arise
✔️ Employees who actually want to improve
✔️ Managers who know how to manage
✔️ Performance management is like exercise - little and often beats once-a-year intensive sessions.
How often do you have performance conversations with your team?
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