Feedback and Performance Reviews

 5 Uncomfortable Truths About Giving "Performance Feedback" (that no one tells you) After 15 years of leading teams and coaching executives, I've learned that giving meaningful feedback isn't about following a template or checking a box. Here are the hard truths I wish someone had told me earlier: 1.) Your feedback isn't about making yourself comfortable ↳That knot in your stomach before a tough conversation? It's a sign that you're about to say something that matters. I once delayed giving critical feedback to a high performer for weeks because I feared damaging our relationship. When I finally did, their response? "I wish you'd told me sooner." 2.) The "feedback sandwich" insults your employees' intelligence. ↳They see right through it, and it diminishes your message. Trust them with direct communication. Last month, a client told me they'd spent years decoding what their previous manager "really meant" beneath the compliment buffer. 3.) "Great job!" isn't feedback – it's a pat on the back ↳ Real feedback answers: "Great at what? Why did it matter? What specific impact did it have?" The difference transforms generic praise into a roadmap for repeatable success. 4.) The most crucial feedback often comes from your discomfort. ↳ When you think, "Maybe I'm overreacting" or "Perhaps it's not my place," that's often precisely what needs to be addressed. Those moments of hesitation often mask the most valuable insights. Be professional and tactful, but seize an opportunity and the signs you receive. 5.) Timing beats process every time. ↳ The best feedback system in the world can't match the power of addressing something at the moment. Waiting for quarterly reviews to discuss crucial performance issues is like waiting for New Year's to start eating healthy – it makes sense on paper but fails in practice. THE BOTTOM LINE: Meaningful feedback isn't about being fake, too nice or following a script. It's about being transparent, specific, and genuine – even when (especially when) it's uncomfortable. Vague feedback is worse than no feedback at all. If your message could apply to anyone, it probably helps no one. Make it direct, make it specific, make it count. Coaching can help; let's chat. | Follow Joshua Miller ➖ Like what you read but would like more? ☎ Book Your Coaching Discovery Session Today: https://lnkd.in/eKi5cCce #joshuamiller #executivecoaching #coaching #leadership #management #performancemanagement #culture #professionaldevelopment

When I started working in law firms, it was hard to get feedback on my work. Senior lawyers were often busy and giving feedback wasn't always top-of-mind unless something was really wrong with what I was doing. In case it helps, here are a few things I learned to do to drive feedback discussions: 1️⃣ Generate compares Using document comparisons will show the differences between your draft and the final version that goes out to the client. It's the easiest way to show the changes your supervisor has made in both style and substance. It's also good for generating specific questions for your supervisor to answer instead of a general "is there anything I could improve?" 2️⃣ Set up post-project catch ups It's usually easiest for supervisors to give feedback after a matter (or phase in that matter) has finished, instead of when everything is still ongoing. "Hi Jane, I'm trying to get a bit more feedback on my work. Would it be okay if I set up a [15 minute] meeting for me to ask you a few questions after we send this out to the client?" 3️⃣ Ask specific questions One of the most difficult things for supervisors to do is give 'general' feedback. It's much easier (and more constructive) if you can identify a few specific areas to improve. "I felt like I had trouble juggling the different tasks on this matter. Could you walk me through your process?" "This is how I approached the task. Is there a better way you'd do it next time?" "I've looked through the compare and I wanted to ask why these changes were made." 4️⃣ Implement feedback and follow up Just as you'd like to receive constructive feedback, supervisors like to know if it's had an effect. Taking a bit of time to follow up and share how a piece of advice has worked out can motivate them to keep providing feedback in future. "Hey I just wanted to let you know that I tried out your process and it's been working a lot better now. Thanks!" Anything else you'd add? ------ Btw, if you're a junior lawyer looking for practical career advice - check out the free how-to guides on my website. You can also stay updated by sending a connection / follow. #lawyers #legalprofession #lawfirms #lawstudents

Want better performance? Make feedback less scary. I am puzzled when I see companies still holding feedback for performance reviews. The reality is, feedback piles never work. Especially worse when they are a feedback pile within a feedback sandwich. Yikes! Feedback is scary when it isn't done regularly. As simple as it sounds, the easiest way to support high performance is to get into the cadence of sharing feedback real-time (or as close to real time as possible). Let's bring this to life: Consider a newly promoted manager. Their manager hears some rumblings from the new manager's team that the manager is struggling to delegate effectively. They are not giving their team meaningful work and are micromanaging. Example 1: The manager's manager takes the time to share feedback at their next 1:1, and says something like this: I wanted to share something I’ve been hearing and thought it was worth chatting through. A few folks on the team have mentioned feeling like they’re not getting much meaningful work lately, and there’s been some frustration around feeling micromanaged. I know stepping into a manager role is a big shift—and it’s totally normal to want to make sure everything’s running smoothly. What I’m noticing, though, is a chance to lean a bit more into delegation. Your team’s capable and seems eager to take on more; giving them that space can really help them grow, and free you up too. I'd love to learn more about how delegation’s feeling so far—what’s working and what’s tricky. I'm here to support! Example 2: The manager's manager leaves this feedback for months, waiting for the performance review process because they are worried it will shatter the new manager's confidence. While the problem is temporarily avoided for the manager's manager, the team grows resentful and begins underperforming. By the time the performance review process kicks off, what could have been a small conversation, now is a huge one -- full of emotions and unexpected outcomes. Here is the thing -- feedback is what drives performance. Saving it up never works. It is about being kind and direct and ensuring the person is in the right headspace to hear what you have to share. If you want high performing teams, start with feedback as the center of that vision. Share often. Share directly. Share kindly. #feedback #performance #leadership

🚨 One of the most dangerous things that can happen to an SDR isn’t rejection. It’s the wrong kind of feedback. 🚨 Applause that wasn’t earned. Criticism that wasn’t fair. Both are toxic to a high-performance mindset. I’ve seen sales managers make these mistakes so many times: 🛑 The Over-Cheerleaders – They praise every call, every email, every effort—even when it wasn’t effective. Encouragement matters, but empty validation doesn’t build winners. 🛑 The Accusers – They criticize to maintain control. Their feedback isn’t about making you better; it’s about making you complaisant. They focus on what went wrong, not the process needed to improve it. As a leader, I believe in thoughtful, honest, and constructive feedback—because that’s how SDRs grow into top performers. Here’s my approach: ✅ Praise what’s truly working – Reinforce the behaviors that drive results, not just the ones that feel good. ✅ Coach through mistakes – Every failed call is a lesson. The goal isn’t to avoid failure; it’s to learn from it. Success in sales isn’t about being liked. It’s about earning results through skill, strategy, and resilience. ✅Understand that improvement takes time - You can have your checkpoints and expect ramp up from week to week, but overall, it takes time to see the impact of real improvement. At Cato Networks, we don’t hand out participation trophies, and we don’t tear people down for the sake of it. We develop SDRs into future sales leaders — because real growth happens when feedback is given with both intention and care. We are building a winning culture and a winning company — and our way to do it is to build Winners. The kind that fails, learns and goes out there to win again. The kind that with time, turns into powerful and kind leaders. #SalesDevelopment #Leadership #Hiring #GrowthMindset #CatoNetworks

The deadliest performance review line: 'You did well. But there's room to improve.' That’s not feedback. That’s a cop-out. And it’s one of the fastest ways to lose a rep’s motivation, trust, and eventually—retention. Let me be blunt: If you lead a sales team, generic feedback is not harmless. It’s lazy. It’s unfair. And it’s your accountability. I’ve seen this happen: A rep missed quota by 8%. No feedback mid-quarter. No 1:1 coaching sessions. End of year review? “You could’ve pushed harder.” No clarity on what “push” meant. No data on what they did right. No insight on what to fix. You think that rep walked out motivated? No. They walked out confused and eventually, they walked out for good. Salespeople aren’t mind readers. They’re learners, performers, and humans—who deserve specifics. What calls worked. What deals stalled. Where they got stuck. Where they outperformed expectations. You owe them that level of clarity. Not once a year. Not once a quarter. But every time you see something worth praising or correcting. Because your team’s growth isn’t an accident. It’s the result of consistent, honest, well-delivered feedback. And if your rep has no idea what next level looks like in your eyes—that’s not on them. If you can’t tell your rep exactly what made them a B+ instead of an A — you didn’t do your job as a leader.

This partner did something quite rare nowadays.  He spent 90 minutes reviewing an associate's draft. Giving detailed line-by-line feedback… He sat down with her to walk through every change. Line by line. Explaining the reasoning behind each edit. "Here's why we structure it this way."  "This is what the client actually needs to hear."  "Notice how this framing reduces their commercial risk." The associate told me about it during our catch-up coffee. She said it was the most valuable 90 minutes of her career so far. Not because the partner was particularly warm or chatty.  But because he treated her development like it mattered. Most partners are too busy.  Most associates get track changes with no context.  Most feedback looks like: "Fix this and send it back." But the firms that consistently produce exceptional lawyers have this ↓ Partners who still make time for feedback.  A culture where teaching isn’t seen as a distraction from billable work.  People who don’t leave the next generation to figure it out alone. The associates who get this kind of attention early don't just stay longer.  They become better lawyers faster. They develop judgment and commercial awareness that others take years to build. And eventually, they become the kind of partners who pass that same investment forward. #recrevigroup #lawyer

Data People Will Relate! Here’s relatable, data‑driven insight on the benefits and challenges of 360‑degree feedback: ✅ Benefits • Performance Boost (10–20%) Organizations using 360‑degree systems report a 10–20 % increase in employee performance, driven by well-rounded feedback and accountability. ✅ Higher Engagement (10–24%) ✳️ 67 % of employees feel more engaged when receiving feedback . ✳️ Studies show engagement can rise 10 %, and leadership effectiveness by up to 24 % within a year. ✅ Improved Leadership Development ✴️ 86 % of organizations use 360 feedback for leadership development. ✴️ 70 % of leaders report significant improvement after a year of feedback. ✅ Better Retention (14%+) ✴️ Companies using 360 feedback experience ~14 % higher retention and up to 65 % reduced turnover. ✴️ Engaged employees are 3.5× more likely to stay. ✅ Fairness, Self-Awareness & Culture ✴️ 89 % of orgs say it enhances self-awareness. ✴️ 84 % leverage it to boost teamwork ✴️ Empowers open, bias-reducing culture across the board . ⚠️ Challenges • Gaming & Politics High-stakes environments (e.g. investment banks) see manipulation handpicking reviewers or inflating ratings turning the process into “gamesmanship” • Time & Resource Intensive Gathering, analyzing, and debriefing multilevel feedback is laborious; managing platforms, training, and interpretation is non-trivial . • Biases Persist Despite multiple raters, biases still show up due to relationships, rater familiarity, or lack of training. • Conflicting Feedback Mixed messages and contradictory comments can overwhelm employees without proper coaching. • Trust & Confidentiality If respondents doubt anonymity or fear retaliation, they may dissemble or withhold honest feedback. 🧩 Tips for More Effective 360° Systems 1️⃣ Ensure Anonymity & Trust – Communicate protocols and back them up. 2️⃣ Train Raters & Recipients – Help everyone interpret and give constructive, unbiased input. 3️⃣ Analyze and Filter Data – Remove outliers and consider grouping ratings for clarity. 4️⃣ Provide Coaching & Follow‑Up – One-on-one sessions help employees digest feedback and build action plans . 5️⃣ Monitor Politics – Restrict rater selection or use manager-approved panels to reduce bias 🔎 Summary 360‑degree feedback offers tangible gains: better performance, engagement, leadership, retention, fairness, and cultural transparency. However, to truly succeed, organizations must address challenges around trust, bias, resource cost, and misuse. With thoughtful design including training, coach-led debriefs, and protective measures it can transform performance reviews from box‑checking exercises into powerful development tools.

The Manager’s Dilemma: A Performance Appraisal Story Emma, a mid-level manager at a marketing firm, found herself facing a challenging situation during her team's annual performance appraisals. One of her top team members, John, had always been a reliable performer. However, recently, his performance had started to decline. While his technical skills remained strong, he struggled to meet deadlines and had difficulty collaborating effectively with his team. Emma knew she had to address these issues in his performance review, but she didn’t want to demotivate him, especially considering his past contributions. Emma was stuck. She didn't want to overlook the areas where John needed to improve, but she also didn’t want to focus too heavily on his recent struggles. She feared that an overly critical review would affect John’s morale, as he had always been a key contributor. At the same time, she didn’t want to give him a false sense of security by ignoring his weaknesses. After discussing her dilemma with Sarah, the HR representative, Emma decided to adopt a two-pronged approach to ensure a more thorough and balanced appraisal process. Solution 1: 360-Degree Feedback Emma introduced the 360-degree feedback method, gathering feedback not only from John but also from his colleagues, peers, subordinates, and clients he had worked with. With Sarah’s help, they set up a comprehensive feedback system that allowed everyone to provide constructive insights on John’s strengths and areas for improvement. Solution 2: Management by Objectives (MBO) In addition to the 360-degree feedback, Emma decided to implement Management by Objectives (MBO) to help John set clear, actionable goals for improvement. Instead of solely focusing on past performance, they worked together to define specific, measurable, achievable, relevant, and time-bound (SMART) goals for the upcoming year. These included improving communication skills and taking more initiative in team collaborations. The Outcome The performance appraisal meeting went better than Emma expected. Initially, John was defensive, but after hearing the feedback from his peers and understanding the reasons behind his decline, he became more open to constructive criticism. Emma emphasized his strengths and the value he brought to the team while making it clear that there were areas for improvement. Over the next few months, John took the feedback seriously. He worked on his communication, attending workshops and actively participating in team discussions. By the time his next appraisal came, he had made significant improvements, both in his collaboration and overall performance. Key Takeaways 360-Degree Feedback: Gathering feedback from multiple sources provides a well-rounded view of performance and reduces bias. Focus on Development: Set clear, actionable goals to turn areas of improvement into growth opportunities. Ongoing Support: Regular check-ins ensure continuous progress and foster a culture of improvement.

How Senior Attorneys Can Boost Associate Performance by Using a Strengths-Based Approach to Feedback Yesterday, I described how and why much of the feedback I gave and received during my 15 years of practicing law was ineffective. We explored research showing that a coaching approach to feedback works best. Senior attorneys can supercharge this approach by focusing on a junior attorney’s strengths when giving feedback. Research shows that when we focus on someone’s strengths rather than their deficits, they feel valued, which reduces defensiveness and opens their brain to learning. As a senior attorney, you may not know all the unique strengths of an associate. But you can safely assume the following: 1️⃣ The associate is intelligent, hard-working, and capable. There is no way they would have made it through law school and the bar exam and gotten this far without these strengths. 2️⃣ The associate wants to learn and develop their skills. 3️⃣ The associate is doing the best they can with what they know. By pausing to remember these strengths *before* giving feedback, you put on “strengths glasses." These allow you to see the strengths of the associate and explore how to build on these and other strengths during the feedback conversation. You begin developing a relationship of mutual respect and trust, which is a necessary condition for the associate to develop professionally. If you’ve been mentored by someone who saw your strengths, how did it feel? What was the impact? Share in the comments below. #AttorneyDevelopment #ProfessionalDevelopment #EffectiveFeedback