Regular performance reviews, while often criticized, offer a repeatable and transparent process for building more effective organizations. Systems and teams, big and small, require feedback to adjust and improve. Sports have scores, cars have speedometers and engine lights, and businesses have financials. Issues arise when appraisals or feedback occur inconsistently or without clear expectations. Regular reviews, when done well, support and serve the needs of both employees and managers.

No Surprises

No surprises! This is the fundamental tenant for ongoing manager/employee relations. You don’t fire people at performance reviews. You highlight, reinforce, appreciate, and coach. You agree on priorities. You listen. We owe it to our teams to avoid surprises. This starts on Day One for a new employee.

When you hire someone, you get their standard of performance, so it’s the role of the manager to clarify expectations.^[1] How do we to this? First, define success. Second, agree on what success looks like when it is delivered. Third, confirm how it will be measured and when. Weekly meetings help support this.

Weekly Meetings

Brief, weekly meetings are a fundamental building block for two-way communication. They keep the line open and the temperature down. If your direct reports are not important enough to meet with regularly, then who is? Weekly check-ins establish a pattern and provide milestones. They show you care about the individual and their results. This process also provides structure for the manager, who should be tracking successes and things to review with each direct report on an ongoing basis. 

One of my direct reports role-modeled for me how to manage our check-ins based on how she manages her team. Now, my weekly process with each person includes the following three questions:

• Personal: How are you doing?
• Current projects: What are you working on? (And what’s on the horizon?)
• Support and resources: What do you need? How can I support you?

If I have specific items to cover, they typically line up with something the person wants to discuss anyway. If not, I will raise the issue when we discuss current activities.

The impact of feedback is greatest when received close to the behavior in question. While better late than never, delayed feedback withholds from the person an opportunity to improve. And if you don’t communicate feedback at all, the issue remains yours, not theirs. Regular meetings help mitigate this.

Conclusion

Successful managers provide timely and constructive feedback to their employees and colleagues. They deal with tough issues quickly. Employees in these businesses know that performance is valued, and underperformance will be dealt with. Don’t let things fester; handle issues as they arise, acknowledge effort and performance, and focus on actions not people. As a manager, you get the performance you deserve. Regular check-ins keep the stakes low, minimize surprises, and strengthen the team.

---

^[1] My essay “Notes on Managing a Business” includes this and other lessons related to communicating effectively at work and leading a team.