June 3, 2025 • 38 mins
What if your performance review wasn’t just a task… but a career-defining opportunity?
In this episode of Shedding the Corporate Bitch, leadership coach Bernadette Boas flips the script on how corporate professionals — both employees and managers — should approach performance reviews.
Whether you're writing your own self-assessment or giving feedback to your team, this episode is your blueprint for using performance reviews to own your impact, build trust, and elevate careers.
In this episode, you'll learn:
- 🎯 Why your performance review is your personal press release
- ✍️ The 4 essential elements every self-assessment must include
- 🚫 The dangerous cost of vague, sugar-coated feedback
- 💡 How managers can turn reviews into true leadership moments
- 📈 How to align your story with strategic business outcomes
- 🤝 Why trust and growth begin with the words you use
Whether you're aiming for your next promotion or striving to lead with impact, this episode will help you make your review — and your voice — truly powerful.
🔗 Resources & Links:
- 🎯 Book a discovery call with Bernadette: CoachMeBernadette.com/discoverycall
- 🎧 Follow the podcast: BallOfFireCoaching.com/podcast
- 📺 Watch on YouTube: Shedding the Corporate Bitch TV
- 🌐 Learn more: BallOfFireCoaching.com
📢 Connect with Bernadette:
- LinkedIn: linkedin.com/in/bernadetteboas
- Instagram: @SheddingTheBitch
- YouTube: Shedding the Corporate Bitch TV
📣 Share the episode & leave a review!
Loved the episode? Leave a review, share with your team, and tag us on social! Your support helps us empower more powerhouse leaders like you.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:03):
If you had to turn over your end-of-year or
mid-year performance review toyour CEO tomorrow, would it earn
you a seat at the table orwould it expose how little
you've owned your impact thisyear?
Most professionals treatperformance reviews as simply
paperwork, a box to check off alist.
But here's the truth yourreview is your personal press
(00:26):
release and, if you're a manager, your feedback is either
building trust or quietlytearing it down.
In today's episode, we'reflipping the script and I'm
giving employees the exactblueprint to write a
self-assessment that doesn'tjust list tasks, but it commands
recognition.
Self-assessment that doesn'tjust list tasks, but it commands
(00:48):
recognition, drives developmentand positions you for what's
next.
And we're not just reviewingperformance.
We're rewriting how we tell ourcareer story and lead the
people that we are leading andfor leaders.
I'll walk you through how tocraft feedback that's not
generic, vague or sugar-coated,but meaningful, motivating and
aligned with real growth.
This isn't just about reviews.
(01:10):
It's about how you show up,lead up and level up.
So let's dive in.
Speaker 2 (01:17):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:38):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (02:03):
At least once a year.
I like to have this conversationregarding performance reviews
in order to ensure that you areall honoring the riches that are
your contributions, your impactand even your areas for
development that you're bringingto the table each and every day
, whether you are the employeeor the manager.
(02:24):
And this particularconversation I want to have is
really not about either givingor receiving performance reviews
.
We've done that before and I'llprobably continue talking about
it because it's that important.
However, what I wanted to do inthis particular conversation is
really talk about how to writeyour performance review and or
(02:44):
the to write your performancereview and or the manager write
a performance review feedback inorder for it to have real
impact, in order for it toshowcase exactly what you've
accomplished, at the same time,what areas of development that
you want to be focused on andthe support that you need in
order to advance and grow andreally be a high value, high
(03:06):
potential, contributing teammember, both to the team and to
the business.
The first thing I want you tobe thinking about when it comes
to writing your performancereviews, as I mentioned at the
beginning, it is not just thispaperwork task that needs to get
done.
It's not just a check in a boxthat yes, you've finished it.
(03:27):
And, leaders, I'm reallytalking to you as well, because
far too often when we get intothe end of year, mid-year, and
say you have a number ofemployees on your team, it can
be exhausting, it can beoverwhelming, it can be very
time consuming to really put thetime and the effort into a
(03:48):
valuable performance review orfeedback.
And yet it's absolutelycritical because it is the
blueprint it should become thecareer path plan for your
employee that they can then takeand really work toward.
So the first thing I reallywant everyone to be reframing
(04:10):
around performance reviews isthat it's just not documenting
your tasks.
It really is influencing theperception others have of you in
the work that you're doing,whether that is the strengths
and the expertise and the skillthat you're doing, whether that
is the strengths and theexpertise and the skill that
you're bringing, the talent thatyou're bringing, but also the
(04:30):
gaps, the blind spots, the areasthat need focus, development
and even support on.
And then, at the same time,it's also influencing future
opportunities, whether that'stoday, six months from now or
three years from now.
So reframe your thought processaround.
It's just not a task to be doneat the middle of the year and at
(04:54):
the end of the year.
It is something, both from theemployee perspective and the
manager perspective, that reallyneeds to be taken seriously,
that needs to be veryintentional and a lot of thought
to go into it, because, again,that employee is going to take
it and they're going to run withit as far as what are the
(05:15):
accomplishments that they made,but, more so, what are the areas
that I'm being told that I needto focus on?
And they know, too, that theperformance review could be
leaned on when it does come downto considering them for future
opportunities.
Other people other than themanager will be looking at this
and therefore they want to makesure that they've crafted a
(05:36):
story that showcases theircontributions, but, at the same
time, they want to ensure thatthey're getting the feedback
they need from their manager inorder to continue to develop and
grow.
You can look at it as yourperformance review is your voice
when you're not in the room.
Let me say that again yourperformance reviews, any
(05:59):
self-assessment that you do, isyour voice when you're not in
the room, meaning if someonetakes this performance review
and looks at it to get a betterunderstanding of not only what
you've done, what you haven'tdone and areas that you're
focused on, but also a littlebit about who you are and what
(06:20):
is it that you are bringing tothe team and to the business.
Now, as I mentioned, I do a lotof work with my clients in
regards to helping themstructure, frame, and then they
go off and they write theirperformance reviews and I always
have them looking at fourparticular things.
I want them to really thinkabout their tactical
(06:44):
accomplishments.
I want them to think abouttheir contributions, the impact
that they've made.
I want them to think abouttheir areas for improvement and
then I want them to own up andactually suggest what their
developmental goals,opportunities are and any
support that they need.
So let's break down those fourareas so you really understand
(07:07):
how you can structure yourreview.
First off, you have yourtactical accomplishments.
What did I do toward that goal?
What did I not do?
Now, the important part aboutall of this is you don't want to
just report oh, I did it and Iaccomplished it.
You want to be sure that thereare specifics, there are
(07:30):
measurements, there are theactions that you took against
that plan or, I'm sorry, againstthat goal.
There is quantifiable resultsthat you can make mention to.
You can mention if it wasdelivered on time and how
relevant or realistic it was tothe goal achievement that you
(07:51):
had.
But you want to definitelyensure that you're not just
saying, yes, I accomplished thisgoal.
You're putting some storybehind it, you're putting some
impact around it, you'refocusing on the goal, the
project, the KPIs and thedeliverables, but you want to
create a story to where thensomeone can take it and really
(08:13):
see what you were able toaccomplish.
You will definitely in thetactical type of accomplishments
.
You would definitely want toput them in like bullet form.
But yet you want to put them inbullet form in the sense of a
smart structure where you'relisting out the specifics, the
measurements, especiallyquantifiable results, and again
(08:36):
painting that picture.
So, for instance, you could saysay, a goal of yours was to
create certain number ofprograms or products throughout
the year and introduce them tothe market, so for customer
acquisition.
And so your result against thatgoal could be something to the
effect of launched five featuresor five products a month early
(09:01):
from originally planned,increasing customer prospecting
by 10%, which resulted in Xnumber of dollars of new sale
opportunities.
So it's not just yes, Iaccomplished this metric, it's
telling a story around yourachievement Now you might have
(09:23):
missed the mark.
Story around your achievementNow you might have missed the
mark.
So you just simply say launchtwo out of four products or
features that were expected ontime, or that two weeks, one
month early, increasing customeradoption by just 5% against our
plan of 15%, with the action topursue one, two and three in
(09:45):
the coming months.
It's really creating a storyand a picture around that
tactical accomplishment.
Then you want to definitelyensure that you're putting in
your contributions and theimpact that you had on the
business.
This is more strategic than thetactical.
This is what was the impactthat you had on the work?
Did you develop team members?
(10:07):
Did you build relationshipswith key stakeholders in the
business or outside the business, if it's client facing?
What was the impact that youhad on the business as a result
of being and building those typeof relationships?
So you want to be thinking verystrategic, going beyond the
(10:28):
tasks that you were assigned forthat particular goal, to really
think okay, really, what was myvalue that I brought to the
table?
Did you through your work?
Were you asked to attend aconference or to speak at,
either internally or externally.
(10:48):
As a result of your expertise,over and beyond what the task
was, did you have any what I'llcall leadership moments, that it
doesn't matter if you have atitle of a leader leadership is
individually as much as it iswith others that you're leading.
So what were those strategic,looking around the corner,
(11:11):
forward thinking, visionary typeof moments that you might have
had?
Did you contribute to a newproject, a new initiative?
Did you identify somethingthat's broken, that needs to be
fixed?
What were those things?
Did you take a class that wasunexpected or get a
certification that was notnecessarily planned?
(11:31):
Those type of things.
What strategic thinking orinnovations might you have come
up with?
Did you have anycross-functional influence,
whether that's inside thebusiness or, if you have
multiple business units, itmight have been outside the
business.
So, for instance, I have anumber of my clients who work
across business units, manageacross business units, they do
(11:56):
workshops across business units.
They're part of a circle ofinfluences that are across
businesses or across function.
Not only are they accomplishingtheir tasks and their goals for
their team and their business,but they're also doing this
(12:17):
other work beyond that that.
They also want to make surethat they tell that story and
that they include in theirperformance review.
I don't care if you're anindividual contributor and
you're looking down at a taskand you're in a room all by
yourself on a daily basisturning out work.
There's a story, there's value,there's impact, there's
(12:38):
contribution in that work andyou need to recognize it, what I
call honor your riches.
You can also wrap stories aroundalmost like a business case, or
there's an acronym of CAR,which means talk about the
challenge, talk about theactions that were taken, the
results that were made.
In a business case, I like tolook at okay, what was a problem
(12:59):
that I was tasked to solve?
What was the impact orchallenge or risk that was being
caused by that problem in thebusiness?
What are going to the benefitsbe if we address this problem
and address those risks andissues, and then what was the
(13:19):
result once we did so?
You can look at it in a form ofa business case type of story
or in a car challenge, action,results.
But whatever you do, you wantto paint that picture and give
yourself credit where credit isdue.
When it comes to impact, let'stalk areas of improvement.
(13:41):
That's the third section.
You have the tactical, thestrategic or the powerful
contributions and areas forimprovement.
We all have them.
I don't care who you are.
We all have areas that we needto improve on, and if you don't
know what those are, you ask forfeedback, you do
self-assessments, of which thenyou bounce up against other
(14:04):
people's assessments of you youcan call them a 360 assessment
to really understand yourcompetencies, gaps, blind spots,
strengths, weaknesses, andtherefore then that way you can
craft yourself a story and or anaction plan is even more
important to address thoseissues.
(14:26):
We all have areas forimprovement.
If we're not learning andgrowing, we might as well be
dead.
Have areas for improvement.
If we're not learning andgrowing, we might as well be
dead.
So really think through, reframeany thought processes about
weaknesses, failures, missteps.
Look at them as growth.
That's what they're all aboutis growth.
And if you're not makingmistakes and if you're not
(14:46):
failing and if you're notscrewing up in some way, shape
or form, then you're in thewrong job, you're in the wrong
business, because that's theonly way you're going to grow.
So really think about them andthen say something like one area
I'm working to develop is X, yand Z Forward thinking.
You know you want to.
(15:07):
It's almost like you want tolevel up, you want to fill the
gaps between where you are now,where you want to go and these
are the areas that I'm workingon.
And then, lastly, are yourdevelopmental goals, based on
what you now recognize as yourtactical, your strategic and
your areas for improvement?
What are those things that youwant to learn, you want to take
(15:30):
on next?
You want to learn you want totake on next, you want to lead,
you want to get support with soforth and so on.
You want to point out what arethe developmental goals or
opportunities and support thatyou'd be looking for from your
manager, from your team, fromthe business as a whole, and you
kind of outline that as well.
You can request stretchassignments, you can ask to have
(15:54):
mentoring or coaching, or youwant a sponsor or an advocate,
whatever the request might be.
Put it there, put it out there,let them know.
Verbalizing it is fine, don'tget me wrong, but you really
want it on paper as well.
As far as what are the thingsyou feel you need and these are
(16:16):
my requests and I pass them onto the powers to be Really spell
it out because, again, this isyour press release.
This is your opportunity to putyour voice out there and to
advocate for yourself.
Now, one aspect I want to coverbefore we move on from this
(16:37):
section of how to structure yourperformance review the tactical
, the strategic, the areas forimprovement and the
developmental goals and requests.
The last thing I want you toreally be thinking about is the
words you use, the tone that youuse them.
The clarity and the assertionyou make in your words and in
(17:03):
your tones are very important.
You don't want to be demanding,you want to be confident, you
want to be assertive, you wantto be clear, you want to be
specific, you want to be resultsoriented, because that's what
leaders are looking for in theirhigh potentials is results, but
(17:24):
not results like check, check,check, check, check, check,
check.
They can get anybody to do that.
If you want to advance, if youwant to grow, if you want to
reach that goal that you havefor yourself, it needs to be
powerful, strategic, it needs tobe high impact and it needs to
(17:46):
be results driven.
I want to switch gears to themanagers, the leaders out there.
This part's for you, but pleasepay attention to the employee
part too, because then you canbe coaching and helping them
actually structure and formatand craft their story and craft
their overall performance review.
(18:07):
That will not only benefit them, but the best reflection of a
strong leader is helping yourpeople to rise up and therefore
it's also a win-win for you.
The first one is we talkedearlier about reframing.
Performance review is just nota report.
(18:30):
It's not a few sentences, it'snot a scale Did I achieve or did
I not achieve?
Was my employee satisfactory orexceptional or below average?
It's not just reporting on onesimple metric.
It is your leadership moment,it is your responsibility, it is
(18:54):
your time to develop, coach,inspire and motivate, not only
in the verbal that you're goingto have when you sit down, but
the taking of the time, beingintentional, being thoughtful,
being attentive to what is itthis individual needs to be
(19:16):
motivated, to be inspired towant to continue learning and
growing, and because I need themto accomplish some very
challenging tasks, projects,initiatives.
We're going through a lot ofchange, so I need them to be
leaning in with me as opposed tokind of wanting to run for
(19:37):
cover, because it's just not agood environment, not a good
culture.
So this is your leadershipmoment to ensure that they get
the information that they need,the feedback and the support
that they need in order to bethe best individual that they
can be.
All right, keep in mind you areyour words and your words
(19:58):
written and words verbal aregoing to shape your employees
mindset.
They're going to shape thenarrative that they run through
their head 24 by 7.
It's going to shape how muchconfidence or little confidence
that they have in themselves andhow worthy they feel, how
(20:20):
important and valued they feeland how willing they are to go
the extra mile in order to makethemselves successful, but even
more so you.
So please just reframe any ideaof performance reviews that
you've had.
They're exhausting, they'retime-consuming, they're
(20:41):
difficult and uncomfortable towrite.
This is your opportunity andyour moment to really ensure
that they get what they need inorder to be the best that they
can be.
So I want to give you astructure and a format as to how
far as how you can go aboutwriting the review, not giving
(21:02):
the review.
We've talked about thatmultiple times in the past, but
this is your chance to reallylet your leadership shine.
In the past, but this is yourchance to really let your
leadership shine.
The first thing that I want youto be considering is you want to
affirm the wins that they'vehad.
You want to ensure that you'relooking it over again, not to
just make sure.
(21:22):
Okay, task one check.
Task two check.
Task three check, but more so,all right, task one what is that
story that they're telling?
What's that narrative thatthey're sharing with you around
the tactical accomplishments,the strategic powerful
contributions, the areas forimprovement, the opportunities
that they're stating that theywant from you, and is there
(21:45):
anything more of wins from yourperspective that you can then
share and add more color to thestory that they've provided?
So do you have keyaccomplishments or highlights,
observations, feedback thatyou've noted and you want to
(22:05):
provide a lot of specifics.
What are the observations?
Who were the people involved,what was the situation that
occurred?
What were the comments made?
Whatever you can share that arepositive, uplifting, and they
affirm their positivecontributions and impact that
they've had for the team and thebusiness.
And you want to use languagesuch as your initiative, your
(22:30):
leadership in taking on thisparticular project name.
It was very impressive.
You stepped up, you commandedthe attention of the people
around you, you led withoutissue, you dealt with a conflict
and challenges very proactively, very responsibly, so forth and
(22:53):
so on.
Get as specific as possible,but you always want to start on
a high note before you were toget into anything else.
Then, of course, on the highnotes comes what are those areas
that you still findopportunities for the individual
to learn and grow?
What were the gaps between whatthey were tasked to do and
(23:16):
tasked not tactically, butoverall?
What were the goals that theywere given?
And were there gaps, were theremisses, were there missteps
that were made?
And therefore, be very direct,be very forthright, be very
clear and detailed and specificsabout those things, while at
the same time, again, you'relooking to build them up, even
(23:41):
if it is hard.
Feedback, then, always, wherethere are strengths and
contributions and successes,there's areas for improvement,
there's areas for growth,there's areas for focus on
development and therefore, whatyou want to continue doing is
affirming, is motivating, isinspiring, is building up, even
(24:06):
when there are struggles orthere are deficits in
performance that you needaddressed.
And so you really want to lookat using behavioral language as
opposed to being very vague andvery generic in the feedback
(24:28):
that you're providing.
So, for instance, I can't tellyou how many times one of my
clients will be told I need youto be more strategic.
They'll come back and they'llbe like okay, so what exactly
does that mean?
What does it mean to bestrategic or forward thinking?
It sounds like one wouldunderstand, but at the same time
(24:50):
, they feel that they alreadyare, and the examples that
they've expressed to thisindividual, or even to me,
expresses that they are behavingin that way, but that's not
what's in the mind of themanager, manager and so the
(25:14):
manager I'm speaking to you.
You then need to clear that up,up front, to where they don't
walk away from their performancereview and question anything
that you're telling them.
So make sure it's getting intovery specifics around.
What does that mean?
So, instead of saying I needyou to be more strategic, you
might say you tend to jump intoexecuting and the tactical
before aligning, or without evenaligning, to more of the
(25:35):
broader strategy or what we needto do going forward, and
therefore you're gettingigningyour plan to the actual
leadership and execution of theplan with the team.
(25:58):
Now, mind you, I didn't sayyour tactical execution, it's
more so.
Let's align your planning withwhat it is that the team needs
to do.
Planning with what it is thatthe team needs to do, because a
lot of managers or leads onprojects they tend to be doobies
they're very good at executing,not very good at strategy and
(26:20):
at leading a team meaningletting others do the work,
letting others lead from thefront.
You know lead from the frontdelegating to others the key,
important, valuable, high impacttype of tasks and assignments.
(26:41):
So be careful in the words thatyou're using and get them to be
behavioral.
Paint a picture of theirperformance as opposed to just
being very vague, to where theywalk away confused.
But at the same time, you wantto be very honest, you want to
be upfront, you want to betransparent, but you just want
to be motivating and supportiveand inspiring and you're looking
for them to lean in, not backaway.
(27:02):
Definitely call outopportunities for growth once
you also had pointed out andaffirmed the wins and the
accomplishments that they've had.
The third one would be you wantto help connect the dots
between the feedback that wasprovided both the successes or
the wins, as well as the areasfor improvement to the impact to
(27:27):
the business or to the team, tothe impact to the business or
to the team.
So you want to continueencouraging and continue
building up, continuing tomotivate, even with the areas of
development or opportunity,while at the same time pointing
out the impact that theirperformance, their contribution,
(27:48):
their behavior, their resultshad on the goals for the team
and the business.
So the wins well, you know youdid such a great job.
We were able to X, y and Z.
You know we were able to exceedone, two and three, as opposed
to you continuing to execute anddo, as opposed to plan and lead
(28:10):
.
Well, that is hurting the teamas far as really ensuring that
they have the leadership, theyhave the guidance, they have the
clarity, they have theexpectation setting that they
need.
So they know what it is thatthey need to do, when they need
to do it and what support or whohas their back if they run into
(28:31):
any challenges.
So I really need you to take onthis leadership role in the
capacity of leading them, asopposed to executing in the
detail and in the minutia thatyou currently are.
You want to tie the feedback tothe impact that they're having,
(28:53):
to the overall goals of the teamand the business, while you're
motivating and inspiring them.
The goal here is to really helpthem appreciate what it is that
they're bringing to the team,each and every day contribution
they're making for you, with youand the team, and make them
(29:15):
feel valued, make them feelworthy, make them feel important
and a critical part of the teamin the business.
And that way, you know whenthere are trying times, when
there are difficult times.
When there are, you know whenthere are trying times, when
there are difficult times whenthere are, you know hard
decisions to be made.
They'll be there for you.
They'll be loyal.
They'll have your back as muchas you'll have their back.
(29:37):
They'll have a high level oftrust toward you and they'll
feel really good aboutthemselves as far as what it is
that they need to do in order tohelp the team accomplish their
goals.
So it's a win-win for everyone.
Lastly, what you want to includehere is you have your wins or
(29:58):
successes, you have the areasfor improvement or opportunities
for growth, you have the tyingback of the feedback to the
results or to the impact to theteam, and then you want to wrap
that up with all right.
So here is my recommendationsof development areas for you to
be focused on plans that need tobe put into place, any type of
(30:23):
resources, mentoring, coaching,assessment, feedback, timelines
that you want to put in place inorder to support this
individual you want to lay outwhat it is that you want them
focused on, but also, whatsupport and what guidance will
you provide them?
And if it's not you, then is ittraining, certifications, is it
(30:46):
programs within the business oreven externally?
And while, at the same time,you also want to engage them in
a dialogue, a conversationaround.
So what do you want to do next?
What support do you need?
Where can I support you thatmight not be outlined in this
context?
So you also want to really kindof keep the dialogue and the
(31:08):
conversation going and making ita collaboration toward not only
their wins and successes andcontributions, but also their
areas for improvement, theirdevelopment plan and their
overall growth.
To the managers out there, thisisn't a copy and paste.
This isn't something that youjust have standard language that
(31:32):
you use for all of youremployees and I appreciate
anybody would if you have alarge team, and what that means
is you just need to really planit, proactively, schedule it and
even schedule the time thatyou're going to sit down and
focus on writing theseperformance reviews, this
(31:56):
feedback, and then presenting itto them.
You just need to be intentional.
It needs to be a priority toyou and, as a leader.
It should be your number onepriority.
You also want to ensure thatyou're personalizing it to that
individual.
You're adding story and contextand detail that is specific to
(32:17):
them, not generic to just anyemployee.
You want to make them feel asif you've recognized them, that
you've seen them, that you'veexperienced them in their role
and responsibility, while at thesame time you want to be
thinking long-term for them andwith them.
So, these accomplishments,these wins, these areas for
(32:42):
improvement, how are they goingto foster the growth that you
need out of them for what'scoming down the road and add
that type of context as well?
And then, lastly, you reallywant, in the conversation, even
in the writing, you even want toreally connect them with you as
(33:03):
far as here's what I see in youthat is adding great impact to
the team.
Here's what I see in you thatis going to help you advance.
Here's what I see in you that,with some training, coaching,
guidance, mentoring, you will beable to X, y and Z.
(33:26):
You want to allow them to seethat you believe in them.
You want them to feel that youappreciate them and that they
matter and therefore, by usingcertain words, to really bring
(33:47):
them into the fold, so to speak.
Here's what I see for you.
Here's where I think you couldgo next really allows them to
feel personally connected to youand not just a box to check off
.
In summary, for both theemployee and the managers.
For the employees, first, thisis your press release.
(34:07):
This is your voice when you'renot in the room.
This is your personal narrative, the story that you can tell
about your career.
That will dictate what comesnext.
So take it very seriously, puttime into it, get the support
(34:28):
and the help that you need inorder to craft that story and
recognize those four areas wetalked about.
That should be included in yourreview all the time.
And for the managers rememberthis is your leadership moment.
This is your moment to shineand to really ensure that you
are leaving a legacy by helpingyour team members to rise up.
(34:53):
There's nothing better than toseeing other people succeed, and
so what I would ask all of youto do is for the employees, set
up 90 minutes even then over thenext few weeks, because reviews
are coming and really justreflect and capture, even
(35:14):
initially, what are those areasthat we talked about, what are
those successes andaccomplishments, what are those
areas for improvement?
What are those areas forimprovement?
What are those areas fordevelopment?
What are those riches that youshould be honoring about
yourself and what was the impactthat you had for the team and
(35:37):
managers?
Start reflecting on eachindividual employee or team
member that you have and taketime to make note of specifics
for each one so it doesn'tbecome generic standard vanilla
but it is very relatable to thatindividual.
(35:59):
If both of you really areintentional about what it is you
want to share for each otherand to each other, then you're
accomplishing so much more thanjust a performance review.
You're accomplishing connection, engagement, relation and
(36:20):
building great deal of respectand trust in one another, and
that is a formula for successlike no other.
Now, we all know that writingperformance reviews is time
consuming, is monotonous and isuncomfortable for a good many
people, and if that's the casefor you, then book a call with
(36:44):
me and let's talk about it.
You can go tocoachmebernadettecom forward
slash discovery call and I cangive you some tips and
strategies for moving forwardand writing that powerhouse of a
performance review, whetherit's as an employee or it's the
manager providing feedback.
At the same time, be sure tofollow the show.
We have great guests.
We have great topics, so if youenjoyed this episode, then you
(37:07):
can follow, subscribe and share,and you can go to
balloffirecoachingcom forwardslash podcast and follow the
show on any one of your podcaststreaming services, as well as
on our Shedding the CorporateBitch TV YouTube channel.
I'll look forward to having youback here for another episode
of Shedding the Corporate BitchTV YouTube channel.
I'll look forward to having youback here for another episode
of Shedding the Corporate Bitch.
(37:28):
Bye.
I'll look forward to having youback here for another episode
of Shedding the Corporate Bitch.
Bye.
Speaker 2 (37:34):
Thank you for tuning in to today's episode of
Shedding the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes towards unleashing the
powerhouse leader within you.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
(37:55):
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
If you had to turn over your end-of-year or
mid-year performance review toyour CEO tomorrow, would it earn
you a seat at the table orwould it expose how little
you've owned your impact thisyear?
Most professionals treatperformance reviews as simply
paperwork, a box to check off alist.
But here's the truth yourreview is your personal press
(00:26):
release and, if you're a manager, your feedback is either
building trust or quietlytearing it down.
In today's episode, we'reflipping the script and I'm
giving employees the exactblueprint to write a
self-assessment that doesn'tjust list tasks, but it commands
recognition.
Self-assessment that doesn'tjust list tasks, but it commands
(00:48):
recognition, drives developmentand positions you for what's
next.
And we're not just reviewingperformance.
We're rewriting how we tell ourcareer story and lead the
people that we are leading andfor leaders.
I'll walk you through how tocraft feedback that's not
generic, vague or sugar-coated,but meaningful, motivating and
aligned with real growth.
This isn't just about reviews.
(01:10):
It's about how you show up,lead up and level up.
So let's dive in.
Speaker 2 (01:17):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(01:38):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (02:03):
At least once a year.
I like to have this conversationregarding performance reviews
in order to ensure that you areall honoring the riches that are
your contributions, your impactand even your areas for
development that you're bringingto the table each and every day
, whether you are the employeeor the manager.
(02:24):
And this particularconversation I want to have is
really not about either givingor receiving performance reviews
.
We've done that before and I'llprobably continue talking about
it because it's that important.
However, what I wanted to do inthis particular conversation is
really talk about how to writeyour performance review and or
(02:44):
the to write your performancereview and or the manager write
a performance review feedback inorder for it to have real
impact, in order for it toshowcase exactly what you've
accomplished, at the same time,what areas of development that
you want to be focused on andthe support that you need in
order to advance and grow andreally be a high value, high
(03:06):
potential, contributing teammember, both to the team and to
the business.
The first thing I want you tobe thinking about when it comes
to writing your performancereviews, as I mentioned at the
beginning, it is not just thispaperwork task that needs to get
done.
It's not just a check in a boxthat yes, you've finished it.
(03:27):
And, leaders, I'm reallytalking to you as well, because
far too often when we get intothe end of year, mid-year, and
say you have a number ofemployees on your team, it can
be exhausting, it can beoverwhelming, it can be very
time consuming to really put thetime and the effort into a
(03:48):
valuable performance review orfeedback.
And yet it's absolutelycritical because it is the
blueprint it should become thecareer path plan for your
employee that they can then takeand really work toward.
So the first thing I reallywant everyone to be reframing
(04:10):
around performance reviews isthat it's just not documenting
your tasks.
It really is influencing theperception others have of you in
the work that you're doing,whether that is the strengths
and the expertise and the skillthat you're doing, whether that
is the strengths and theexpertise and the skill that
you're bringing, the talent thatyou're bringing, but also the
(04:30):
gaps, the blind spots, the areasthat need focus, development
and even support on.
And then, at the same time,it's also influencing future
opportunities, whether that'stoday, six months from now or
three years from now.
So reframe your thought processaround.
It's just not a task to be doneat the middle of the year and at
(04:54):
the end of the year.
It is something, both from theemployee perspective and the
manager perspective, that reallyneeds to be taken seriously,
that needs to be veryintentional and a lot of thought
to go into it, because, again,that employee is going to take
it and they're going to run withit as far as what are the
(05:15):
accomplishments that they made,but, more so, what are the areas
that I'm being told that I needto focus on?
And they know, too, that theperformance review could be
leaned on when it does come downto considering them for future
opportunities.
Other people other than themanager will be looking at this
and therefore they want to makesure that they've crafted a
(05:36):
story that showcases theircontributions, but, at the same
time, they want to ensure thatthey're getting the feedback
they need from their manager inorder to continue to develop and
grow.
You can look at it as yourperformance review is your voice
when you're not in the room.
Let me say that again yourperformance reviews, any
(05:59):
self-assessment that you do, isyour voice when you're not in
the room, meaning if someonetakes this performance review
and looks at it to get a betterunderstanding of not only what
you've done, what you haven'tdone and areas that you're
focused on, but also a littlebit about who you are and what
(06:20):
is it that you are bringing tothe team and to the business.
Now, as I mentioned, I do a lotof work with my clients in
regards to helping themstructure, frame, and then they
go off and they write theirperformance reviews and I always
have them looking at fourparticular things.
I want them to really thinkabout their tactical
(06:44):
accomplishments.
I want them to think abouttheir contributions, the impact
that they've made.
I want them to think abouttheir areas for improvement and
then I want them to own up andactually suggest what their
developmental goals,opportunities are and any
support that they need.
So let's break down those fourareas so you really understand
(07:07):
how you can structure yourreview.
First off, you have yourtactical accomplishments.
What did I do toward that goal?
What did I not do?
Now, the important part aboutall of this is you don't want to
just report oh, I did it and Iaccomplished it.
You want to be sure that thereare specifics, there are
(07:30):
measurements, there are theactions that you took against
that plan or, I'm sorry, againstthat goal.
There is quantifiable resultsthat you can make mention to.
You can mention if it wasdelivered on time and how
relevant or realistic it was tothe goal achievement that you
(07:51):
had.
But you want to definitelyensure that you're not just
saying, yes, I accomplished thisgoal.
You're putting some storybehind it, you're putting some
impact around it, you'refocusing on the goal, the
project, the KPIs and thedeliverables, but you want to
create a story to where thensomeone can take it and really
(08:13):
see what you were able toaccomplish.
You will definitely in thetactical type of accomplishments
.
You would definitely want toput them in like bullet form.
But yet you want to put them inbullet form in the sense of a
smart structure where you'relisting out the specifics, the
measurements, especiallyquantifiable results, and again
(08:36):
painting that picture.
So, for instance, you could saysay, a goal of yours was to
create certain number ofprograms or products throughout
the year and introduce them tothe market, so for customer
acquisition.
And so your result against thatgoal could be something to the
effect of launched five featuresor five products a month early
(09:01):
from originally planned,increasing customer prospecting
by 10%, which resulted in Xnumber of dollars of new sale
opportunities.
So it's not just yes, Iaccomplished this metric, it's
telling a story around yourachievement Now you might have
(09:23):
missed the mark.
Story around your achievementNow you might have missed the
mark.
So you just simply say launchtwo out of four products or
features that were expected ontime, or that two weeks, one
month early, increasing customeradoption by just 5% against our
plan of 15%, with the action topursue one, two and three in
(09:45):
the coming months.
It's really creating a storyand a picture around that
tactical accomplishment.
Then you want to definitelyensure that you're putting in
your contributions and theimpact that you had on the
business.
This is more strategic than thetactical.
This is what was the impactthat you had on the work?
Did you develop team members?
(10:07):
Did you build relationshipswith key stakeholders in the
business or outside the business, if it's client facing?
What was the impact that youhad on the business as a result
of being and building those typeof relationships?
So you want to be thinking verystrategic, going beyond the
(10:28):
tasks that you were assigned forthat particular goal, to really
think okay, really, what was myvalue that I brought to the
table?
Did you through your work?
Were you asked to attend aconference or to speak at,
either internally or externally.
(10:48):
As a result of your expertise,over and beyond what the task
was, did you have any what I'llcall leadership moments, that it
doesn't matter if you have atitle of a leader leadership is
individually as much as it iswith others that you're leading.
So what were those strategic,looking around the corner,
(11:11):
forward thinking, visionary typeof moments that you might have
had?
Did you contribute to a newproject, a new initiative?
Did you identify somethingthat's broken, that needs to be
fixed?
What were those things?
Did you take a class that wasunexpected or get a
certification that was notnecessarily planned?
(11:31):
Those type of things.
What strategic thinking orinnovations might you have come
up with?
Did you have anycross-functional influence,
whether that's inside thebusiness or, if you have
multiple business units, itmight have been outside the
business.
So, for instance, I have anumber of my clients who work
across business units, manageacross business units, they do
(11:56):
workshops across business units.
They're part of a circle ofinfluences that are across
businesses or across function.
Not only are they accomplishingtheir tasks and their goals for
their team and their business,but they're also doing this
(12:17):
other work beyond that that.
They also want to make surethat they tell that story and
that they include in theirperformance review.
I don't care if you're anindividual contributor and
you're looking down at a taskand you're in a room all by
yourself on a daily basisturning out work.
There's a story, there's value,there's impact, there's
(12:38):
contribution in that work andyou need to recognize it, what I
call honor your riches.
You can also wrap stories aroundalmost like a business case, or
there's an acronym of CAR,which means talk about the
challenge, talk about theactions that were taken, the
results that were made.
In a business case, I like tolook at okay, what was a problem
(12:59):
that I was tasked to solve?
What was the impact orchallenge or risk that was being
caused by that problem in thebusiness?
What are going to the benefitsbe if we address this problem
and address those risks andissues, and then what was the
(13:19):
result once we did so?
You can look at it in a form ofa business case type of story
or in a car challenge, action,results.
But whatever you do, you wantto paint that picture and give
yourself credit where credit isdue.
When it comes to impact, let'stalk areas of improvement.
(13:41):
That's the third section.
You have the tactical, thestrategic or the powerful
contributions and areas forimprovement.
We all have them.
I don't care who you are.
We all have areas that we needto improve on, and if you don't
know what those are, you ask forfeedback, you do
self-assessments, of which thenyou bounce up against other
(14:04):
people's assessments of you youcan call them a 360 assessment
to really understand yourcompetencies, gaps, blind spots,
strengths, weaknesses, andtherefore then that way you can
craft yourself a story and or anaction plan is even more
important to address thoseissues.
(14:26):
We all have areas forimprovement.
If we're not learning andgrowing, we might as well be
dead.
Have areas for improvement.
If we're not learning andgrowing, we might as well be
dead.
So really think through, reframeany thought processes about
weaknesses, failures, missteps.
Look at them as growth.
That's what they're all aboutis growth.
And if you're not makingmistakes and if you're not
(14:46):
failing and if you're notscrewing up in some way, shape
or form, then you're in thewrong job, you're in the wrong
business, because that's theonly way you're going to grow.
So really think about them andthen say something like one area
I'm working to develop is X, yand Z Forward thinking.
You know you want to.
(15:07):
It's almost like you want tolevel up, you want to fill the
gaps between where you are now,where you want to go and these
are the areas that I'm workingon.
And then, lastly, are yourdevelopmental goals, based on
what you now recognize as yourtactical, your strategic and
your areas for improvement?
What are those things that youwant to learn, you want to take
(15:30):
on next?
You want to learn you want totake on next, you want to lead,
you want to get support with soforth and so on.
You want to point out what arethe developmental goals or
opportunities and support thatyou'd be looking for from your
manager, from your team, fromthe business as a whole, and you
kind of outline that as well.
You can request stretchassignments, you can ask to have
(15:54):
mentoring or coaching, or youwant a sponsor or an advocate,
whatever the request might be.
Put it there, put it out there,let them know.
Verbalizing it is fine, don'tget me wrong, but you really
want it on paper as well.
As far as what are the thingsyou feel you need and these are
(16:16):
my requests and I pass them onto the powers to be Really spell
it out because, again, this isyour press release.
This is your opportunity to putyour voice out there and to
advocate for yourself.
Now, one aspect I want to coverbefore we move on from this
(16:37):
section of how to structure yourperformance review the tactical
, the strategic, the areas forimprovement and the
developmental goals and requests.
The last thing I want you toreally be thinking about is the
words you use, the tone that youuse them.
The clarity and the assertionyou make in your words and in
(17:03):
your tones are very important.
You don't want to be demanding,you want to be confident, you
want to be assertive, you wantto be clear, you want to be
specific, you want to be resultsoriented, because that's what
leaders are looking for in theirhigh potentials is results, but
(17:24):
not results like check, check,check, check, check, check,
check.
They can get anybody to do that.
If you want to advance, if youwant to grow, if you want to
reach that goal that you havefor yourself, it needs to be
powerful, strategic, it needs tobe high impact and it needs to
(17:46):
be results driven.
I want to switch gears to themanagers, the leaders out there.
This part's for you, but pleasepay attention to the employee
part too, because then you canbe coaching and helping them
actually structure and formatand craft their story and craft
their overall performance review.
(18:07):
That will not only benefit them, but the best reflection of a
strong leader is helping yourpeople to rise up and therefore
it's also a win-win for you.
The first one is we talkedearlier about reframing.
Performance review is just nota report.
(18:30):
It's not a few sentences, it'snot a scale Did I achieve or did
I not achieve?
Was my employee satisfactory orexceptional or below average?
It's not just reporting on onesimple metric.
It is your leadership moment,it is your responsibility, it is
(18:54):
your time to develop, coach,inspire and motivate, not only
in the verbal that you're goingto have when you sit down, but
the taking of the time, beingintentional, being thoughtful,
being attentive to what is itthis individual needs to be
(19:16):
motivated, to be inspired towant to continue learning and
growing, and because I need themto accomplish some very
challenging tasks, projects,initiatives.
We're going through a lot ofchange, so I need them to be
leaning in with me as opposed tokind of wanting to run for
(19:37):
cover, because it's just not agood environment, not a good
culture.
So this is your leadershipmoment to ensure that they get
the information that they need,the feedback and the support
that they need in order to bethe best individual that they
can be.
All right, keep in mind you areyour words and your words
(19:58):
written and words verbal aregoing to shape your employees
mindset.
They're going to shape thenarrative that they run through
their head 24 by 7.
It's going to shape how muchconfidence or little confidence
that they have in themselves andhow worthy they feel, how
(20:20):
important and valued they feeland how willing they are to go
the extra mile in order to makethemselves successful, but even
more so you.
So please just reframe any ideaof performance reviews that
you've had.
They're exhausting, they'retime-consuming, they're
(20:41):
difficult and uncomfortable towrite.
This is your opportunity andyour moment to really ensure
that they get what they need inorder to be the best that they
can be.
So I want to give you astructure and a format as to how
far as how you can go aboutwriting the review, not giving
(21:02):
the review.
We've talked about thatmultiple times in the past, but
this is your chance to reallylet your leadership shine.
In the past, but this is yourchance to really let your
leadership shine.
The first thing that I want youto be considering is you want to
affirm the wins that they'vehad.
You want to ensure that you'relooking it over again, not to
just make sure.
(21:22):
Okay, task one check.
Task two check.
Task three check, but more so,all right, task one what is that
story that they're telling?
What's that narrative thatthey're sharing with you around
the tactical accomplishments,the strategic powerful
contributions, the areas forimprovement, the opportunities
that they're stating that theywant from you, and is there
(21:45):
anything more of wins from yourperspective that you can then
share and add more color to thestory that they've provided?
So do you have keyaccomplishments or highlights,
observations, feedback thatyou've noted and you want to
(22:05):
provide a lot of specifics.
What are the observations?
Who were the people involved,what was the situation that
occurred?
What were the comments made?
Whatever you can share that arepositive, uplifting, and they
affirm their positivecontributions and impact that
they've had for the team and thebusiness.
And you want to use languagesuch as your initiative, your
(22:30):
leadership in taking on thisparticular project name.
It was very impressive.
You stepped up, you commandedthe attention of the people
around you, you led withoutissue, you dealt with a conflict
and challenges very proactively, very responsibly, so forth and
(22:53):
so on.
Get as specific as possible,but you always want to start on
a high note before you were toget into anything else.
Then, of course, on the highnotes comes what are those areas
that you still findopportunities for the individual
to learn and grow?
What were the gaps between whatthey were tasked to do and
(23:16):
tasked not tactically, butoverall?
What were the goals that theywere given?
And were there gaps, were theremisses, were there missteps
that were made?
And therefore, be very direct,be very forthright, be very
clear and detailed and specificsabout those things, while at
the same time, again, you'relooking to build them up, even
(23:41):
if it is hard.
Feedback, then, always, wherethere are strengths and
contributions and successes,there's areas for improvement,
there's areas for growth,there's areas for focus on
development and therefore, whatyou want to continue doing is
affirming, is motivating, isinspiring, is building up, even
(24:06):
when there are struggles orthere are deficits in
performance that you needaddressed.
And so you really want to lookat using behavioral language as
opposed to being very vague andvery generic in the feedback
(24:28):
that you're providing.
So, for instance, I can't tellyou how many times one of my
clients will be told I need youto be more strategic.
They'll come back and they'llbe like okay, so what exactly
does that mean?
What does it mean to bestrategic or forward thinking?
It sounds like one wouldunderstand, but at the same time
(24:50):
, they feel that they alreadyare, and the examples that
they've expressed to thisindividual, or even to me,
expresses that they are behavingin that way, but that's not
what's in the mind of themanager, manager and so the
(25:14):
manager I'm speaking to you.
You then need to clear that up,up front, to where they don't
walk away from their performancereview and question anything
that you're telling them.
So make sure it's getting intovery specifics around.
What does that mean?
So, instead of saying I needyou to be more strategic, you
might say you tend to jump intoexecuting and the tactical
before aligning, or without evenaligning, to more of the
(25:35):
broader strategy or what we needto do going forward, and
therefore you're gettingigningyour plan to the actual
leadership and execution of theplan with the team.
(25:58):
Now, mind you, I didn't sayyour tactical execution, it's
more so.
Let's align your planning withwhat it is that the team needs
to do.
Planning with what it is thatthe team needs to do, because a
lot of managers or leads onprojects they tend to be doobies
they're very good at executing,not very good at strategy and
(26:20):
at leading a team meaningletting others do the work,
letting others lead from thefront.
You know lead from the frontdelegating to others the key,
important, valuable, high impacttype of tasks and assignments.
(26:41):
So be careful in the words thatyou're using and get them to be
behavioral.
Paint a picture of theirperformance as opposed to just
being very vague, to where theywalk away confused.
But at the same time, you wantto be very honest, you want to
be upfront, you want to betransparent, but you just want
to be motivating and supportiveand inspiring and you're looking
for them to lean in, not backaway.
(27:02):
Definitely call outopportunities for growth once
you also had pointed out andaffirmed the wins and the
accomplishments that they've had.
The third one would be you wantto help connect the dots
between the feedback that wasprovided both the successes or
the wins, as well as the areasfor improvement to the impact to
(27:27):
the business or to the team, tothe impact to the business or
to the team.
So you want to continueencouraging and continue
building up, continuing tomotivate, even with the areas of
development or opportunity,while at the same time pointing
out the impact that theirperformance, their contribution,
(27:48):
their behavior, their resultshad on the goals for the team
and the business.
So the wins well, you know youdid such a great job.
We were able to X, y and Z.
You know we were able to exceedone, two and three, as opposed
to you continuing to execute anddo, as opposed to plan and lead
(28:10):
.
Well, that is hurting the teamas far as really ensuring that
they have the leadership, theyhave the guidance, they have the
clarity, they have theexpectation setting that they
need.
So they know what it is thatthey need to do, when they need
to do it and what support or whohas their back if they run into
(28:31):
any challenges.
So I really need you to take onthis leadership role in the
capacity of leading them, asopposed to executing in the
detail and in the minutia thatyou currently are.
You want to tie the feedback tothe impact that they're having,
(28:53):
to the overall goals of the teamand the business, while you're
motivating and inspiring them.
The goal here is to really helpthem appreciate what it is that
they're bringing to the team,each and every day contribution
they're making for you, with youand the team, and make them
(29:15):
feel valued, make them feelworthy, make them feel important
and a critical part of the teamin the business.
And that way, you know whenthere are trying times, when
there are difficult times.
When there are, you know whenthere are trying times, when
there are difficult times whenthere are, you know hard
decisions to be made.
They'll be there for you.
They'll be loyal.
They'll have your back as muchas you'll have their back.
(29:37):
They'll have a high level oftrust toward you and they'll
feel really good aboutthemselves as far as what it is
that they need to do in order tohelp the team accomplish their
goals.
So it's a win-win for everyone.
Lastly, what you want to includehere is you have your wins or
(29:58):
successes, you have the areasfor improvement or opportunities
for growth, you have the tyingback of the feedback to the
results or to the impact to theteam, and then you want to wrap
that up with all right.
So here is my recommendationsof development areas for you to
be focused on plans that need tobe put into place, any type of
(30:23):
resources, mentoring, coaching,assessment, feedback, timelines
that you want to put in place inorder to support this
individual you want to lay outwhat it is that you want them
focused on, but also, whatsupport and what guidance will
you provide them?
And if it's not you, then is ittraining, certifications, is it
(30:46):
programs within the business oreven externally?
And while, at the same time,you also want to engage them in
a dialogue, a conversationaround.
So what do you want to do next?
What support do you need?
Where can I support you thatmight not be outlined in this
context?
So you also want to really kindof keep the dialogue and the
(31:08):
conversation going and making ita collaboration toward not only
their wins and successes andcontributions, but also their
areas for improvement, theirdevelopment plan and their
overall growth.
To the managers out there, thisisn't a copy and paste.
This isn't something that youjust have standard language that
(31:32):
you use for all of youremployees and I appreciate
anybody would if you have alarge team, and what that means
is you just need to really planit, proactively, schedule it and
even schedule the time thatyou're going to sit down and
focus on writing theseperformance reviews, this
(31:56):
feedback, and then presenting itto them.
You just need to be intentional.
It needs to be a priority toyou and, as a leader.
It should be your number onepriority.
You also want to ensure thatyou're personalizing it to that
individual.
You're adding story and contextand detail that is specific to
(32:17):
them, not generic to just anyemployee.
You want to make them feel asif you've recognized them, that
you've seen them, that you'veexperienced them in their role
and responsibility, while at thesame time you want to be
thinking long-term for them andwith them.
So, these accomplishments,these wins, these areas for
(32:42):
improvement, how are they goingto foster the growth that you
need out of them for what'scoming down the road and add
that type of context as well?
And then, lastly, you reallywant, in the conversation, even
in the writing, you even want toreally connect them with you as
(33:03):
far as here's what I see in youthat is adding great impact to
the team.
Here's what I see in you thatis going to help you advance.
Here's what I see in you that,with some training, coaching,
guidance, mentoring, you will beable to X, y and Z.
(33:26):
You want to allow them to seethat you believe in them.
You want them to feel that youappreciate them and that they
matter and therefore, by usingcertain words, to really bring
(33:47):
them into the fold, so to speak.
Here's what I see for you.
Here's where I think you couldgo next really allows them to
feel personally connected to youand not just a box to check off
.
In summary, for both theemployee and the managers.
For the employees, first, thisis your press release.
(34:07):
This is your voice when you'renot in the room.
This is your personal narrative, the story that you can tell
about your career.
That will dictate what comesnext.
So take it very seriously, puttime into it, get the support
(34:28):
and the help that you need inorder to craft that story and
recognize those four areas wetalked about.
That should be included in yourreview all the time.
And for the managers rememberthis is your leadership moment.
This is your moment to shineand to really ensure that you
are leaving a legacy by helpingyour team members to rise up.
(34:53):
There's nothing better than toseeing other people succeed, and
so what I would ask all of youto do is for the employees, set
up 90 minutes even then over thenext few weeks, because reviews
are coming and really justreflect and capture, even
(35:14):
initially, what are those areasthat we talked about, what are
those successes andaccomplishments, what are those
areas for improvement?
What are those areas forimprovement?
What are those areas fordevelopment?
What are those riches that youshould be honoring about
yourself and what was the impactthat you had for the team and
(35:37):
managers?
Start reflecting on eachindividual employee or team
member that you have and taketime to make note of specifics
for each one so it doesn'tbecome generic standard vanilla
but it is very relatable to thatindividual.
(35:59):
If both of you really areintentional about what it is you
want to share for each otherand to each other, then you're
accomplishing so much more thanjust a performance review.
You're accomplishing connection, engagement, relation and
(36:20):
building great deal of respectand trust in one another, and
that is a formula for successlike no other.
Now, we all know that writingperformance reviews is time
consuming, is monotonous and isuncomfortable for a good many
people, and if that's the casefor you, then book a call with
(36:44):
me and let's talk about it.
You can go tocoachmebernadettecom forward
slash discovery call and I cangive you some tips and
strategies for moving forwardand writing that powerhouse of a
performance review, whetherit's as an employee or it's the
manager providing feedback.
At the same time, be sure tofollow the show.
We have great guests.
We have great topics, so if youenjoyed this episode, then you
(37:07):
can follow, subscribe and share,and you can go to
balloffirecoachingcom forwardslash podcast and follow the
show on any one of your podcaststreaming services, as well as
on our Shedding the CorporateBitch TV YouTube channel.
I'll look forward to having youback here for another episode
of Shedding the Corporate BitchTV YouTube channel.
I'll look forward to having youback here for another episode
of Shedding the Corporate Bitch.
(37:28):
Bye.
I'll look forward to having youback here for another episode
of Shedding the Corporate Bitch.
Bye.
Speaker 2 (37:34):
Thank you for tuning in to today's episode of
Shedding the Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes towards unleashing the
powerhouse leader within you.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
(37:55):
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
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