Performance Reviews Are Broken. So Let’s Fix Them
I’ve been through more performance reviews than I care to admit.Every year, it was the same routine; a polite one-hour autopsy of the past year, filled with vague feedback, forced ratings, and the obligatory “areas for development” that no one ever followed up on.It always felt more like a ceremony than a conversation. Once such performance stands out incredibly well, and not in a positive way. It became a major turning point. And like many leaders I’ve coached since, I never walked out feeling seen, energised, or better equipped to grow. And nor did they. If I’m being honest, performance reviews regularly felt less like a development tool and more like an enabling force for the Finance Department to justify a salary adjustment.So, let’s call it: performance reviews are broken.However, instead of just complaining about it, here’s how to rebuild something that actually works.The Problem Isn’t the Process. It’s the Purpose
Performance reviews were built for control, not growth. They were designed in the industrial era to measure efficiency, not to develop talent.And the data proves it:95% of managers are unhappy with their company’s review system (Mercer)Only 14% of employees say their reviews inspire improvement (Gallup)
If you’ve ever sat in a review and thought, “this isn’t helping anyone,” you’re right.What to Do Instead
Make Feedback Continuous, Not Calendar-Based
You don’t grow once a year, so why review once a year? Swap annual reviews for regular check-ins. Short, informal, and real.Ask questions that move the needle:“What’s working for you right now?”
“What’s getting in your way?”
“What support would make a difference?”
Do it weekly or fortnightly. It’s not about frequency for the sake of it, it’s about normalising open dialogue.Redefine Goals as Living Things
Annual KPIs are the corporate equivalent of carving strategy in stone. In fast-moving industries, goals need to flex.Set clear intentions but allow space to adjust when priorities shift. It’s less about control and more about course correction.When people know what they’re aiming for, and why it matters, they’ll drive performance naturally.Make Feedback a Two-Way Street
The best leaders don’t just give feedback; they invite it. Ask your team:“What could I do differently to help you perform at your best?”
“How can we make our one-on-ones more useful?”
That single act of humility transforms feedback from judgement into partnership.Replace Evaluation with Coaching
Traditional reviews focus on what’s already happened. Coaching focuses on what’s next.Performance conversations should sound like future planning, not report cards. They should stretch people forward, not box them in.Try asking:“What do you want to get better at?”
“What would a great next step look like?”
When feedback becomes coaching, people start taking ownership of their growth.Build a Culture of Everyday Leadership
You don’t need a new HR tool. You need a new rhythm. Performance thrives when feedback, reflection, and recognition become part of the daily workflow, not a year-end event.It’s about turning leadership into an everyday act of curiosity, not compliance.Feedback should become natural, leading to deeper trust and evolving growth.
The Real Cost of Broken Reviews? Trust.
The biggest casualty of bad performance systems isn’t productivity, it’s trust.When reviews feel political, performative, or pointless, people disengage. They stop being honest. They stop taking risks. And eventually, they stop staying. That’s the real performance issue.The New Rule
Performance is not a ceremony. It’s a conversation.Real leadership isn’t about ticking boxes once a year; it’s about building belief, momentum, and clarity all year round. So, if your performance process feels outdated, here’s your permission to start fresh. Make it human. Make it real. Make it continuous.When growth becomes part of your culture, performance takes care of itself.