Performance Reviews: Why Most Don’t Work

Performance Reviews: Why Most Don’t Work—And How to Make Them a Catalyst for Growth

If you’ve ever sat through a performance review and walked away feeling deflated, confused, or just plain frustrated, you’re not alone. For many people, performance reviews are a dreaded ritual—something to survive, not something to look forward to. But it doesn’t have to be that way.

Why Most Performance Reviews Fail

Let’s be honest: most organizations get performance reviews wrong. They’re often treated as a box to check, a once-a-year event filled with vague feedback, generic ratings, and little real conversation. Instead of inspiring growth, they create anxiety, defensiveness, and sometimes even resentment.Here’s what I see happening over and over:

• Lack of Clarity: Employees don’t know what’s expected of them, so the review feels like a surprise attack.
• One-Way Communication: The manager talks, the employee listens. There’s no real dialogue, no opportunity for self-reflection or ownership.
• Focus on the Past: Reviews dwell on what went wrong, rather than what can be improved or achieved in the future.
• No Action Plan: Even if feedback is given, there’s no clear path forward—no specific, actionable steps to create change.

When reviews are done this way, they become a source of stress, not a springboard for success.

How to Do Performance Reviews Right

But here’s the truth: when done right, performance reviews can be one of the most powerful tools for personal and professional growth. It’s all about shifting the focus from judgment to development, from criticism to coaching.Here’s how to transform your performance reviews:

1. Set Clear Expectations from the Start Success leaves clues. Make sure everyone knows what’s expected of them—not just in terms of results, but in terms of values, behaviors, and growth. Clarity is power.
2. Make It a Two-Way Conversation The best reviews are a dialogue, not a monologue. Ask questions. Listen deeply. Invite your team member to share their own perspective, challenges, and wins. Ownership creates engagement.
3. Focus on Growth, Not Just Evaluation Instead of just looking back, look forward. What’s possible? What strengths can be leveraged? What skills can be developed? Where focus goes, energy flows.
4. Create an Action Plan Don’t leave the meeting without a clear, specific plan for what comes next. What’s one area to improve? What support is needed? What’s the next step? Remember, massive action creates massive results.
5. Check In Regularly Don’t wait a year to talk about progress. Make feedback and coaching a regular part of your culture. Small, consistent adjustments—the 2mm shifts—lead to big breakthroughs over time.

A Personal Performance Review Story From Tony Robbins

Early in my career, I’ll be honest—I hated feedback. I saw it as criticism, as proof that I wasn’t enough or that I was falling short. I remember one of my first real “performance reviews” wasn’t even in a corporate setting—it was when I was just starting out, leading my first seminars. After one event, a mentor pulled me aside and gave me some tough feedback. He told me, “Tony, you have incredible energy, but you’re not really listening to your audience. You’re so focused on delivering your message that you’re missing what they need in the moment.”

At first, I felt defensive. My mind went straight to, “He doesn’t get it. I’m doing my best. Why can’t he see that?” But then I caught myself. I realized I was making it about me, not about the mission or the people I was there to serve. That was a turning point. I decided to lean in, to really listen—not just to my mentor, but to everyone I was trying to help.

I started asking for feedback after every event. I’d go up to people and say, “What worked for you? What didn’t? Where did I lose you? What could I do better?” At first, it was uncomfortable. But over time, I realized that feedback wasn’t an attack—it was a gift. It was the fastest way to grow, to serve at a higher level, and to create real impact.

That shift changed everything for me. My events got better, my connection with people deepened, and my own growth accelerated. I learned that the best leaders aren’t the ones who avoid feedback—they’re the ones who seek it out, embrace it, and use it to fuel their next breakthrough.

So if you’re facing a performance review, or giving one, remember: it’s not about judgment. It’s about growth. It’s about finding that 2mm shift that can take you—and everyone around you—to the next level.

How to Write performance reviews

Who you hire and how you develop their talent lays the foundation of success for your company. In order to encourage employees to grow – and contribute more value to the company – you need to learn how to write performance reviews.

Writing performance reviews is a manager’s biggest opportunity to provide constructive criticism and get the employee on a path to productivity and contribution. However, it’s also a vulnerable time for the employee – they know that their promotions, raises and career depend on this yearly moment. Follow these tips to ensure you write performance reviews that are professional and constructive.

1. Create a solid foundation

The foundation of a good performance review is set well before the time of the annual meeting. Managers must develop the skills of great leaders so that they can give honest feedback without losing the trust of their team. Managers must build rapport, develop excellent communication skills and learn what inspires their team members before even considering how to write a performance review.

Effective management also means setting goals and giving feedback throughout the year, not just at review time. Review every employee’s current skills and job description at the beginning of employment, and set and update goals accordingly. This also allows employees time to correct their mistakes before the performance review rolls around. Managers are then able to give a more accurate summary of what the employee has – or has not – achieved over the course of the year.

2. Determine your criteria

If you’re going to do something, do it right. Don’t even think about how to write a performance review if you don’t cover all of these areas:

• Ability to meet deadlines: Does the employee achieve goals? Do they turn in work on time?
• Quality of work: Is work accurate and complete? Does it show creativity or problem-solving?
• Communication skills: Does the employee keep the team updated on progress?
• Teamwork skills: Does the employee work well with others? Do they contribute in groups?
• Dependability: Is the employee on time to work and meetings? Are they willing to help others?

3. Choose the right words

Tony talks about watching your tone as an essential piece of communicating. In speaking, your tone of voice involves volume, pace and inflections. In writing performance reviews, your tone of voice involves the types of words you choose.

Avoid using hyperbole like “always” and “never,” which will automatically put people on the defensive. And avoid the word “but,” as in, “You’re a great team player, but….” The employee will only hear whatever comes after “but,” which is usually the negative part of the sentence. Keep praise and constructive criticism separate to make sure that both are heard equally.

Finally, don’t accidentally excuse bad performance. Phrases like “I understand” can be taken as forgiveness, and hedge words like “It seems like” or “I feel that” will take power away from your statements. And never make promises about employment, like “You have nothing to worry about.”

4. Be honest and specific

If you are coming from a place of fear – of the employee’s reaction, or that they will quit – it can be all too easy to give a falsely positive review. But there is no reason to learn how to write performance reviews if they are not going to be honest.

If you’re having trouble being totally honest, remember to focus your words on results, not personality traits. You’re not evaluating someone as a person – you’re evaluating their contribution to the company. Always relate your performance reviews back to the job at hand. Putting criticism in context makes it helpful, rather than destructive.

Start your review by calling out employee strengths, using specific examples and numbers wherever possible. The dive into areas for improvement. Emphasize potential, and give the employee a clear path to success. Then follow up with more positive examples to demonstrate to the employee what you’d like to see more of while still ending on a high note.

Examples for writing performance reviews

The best leaders know how to write a performance review that communicates actionable, growth-focused feedback while still being honest. Managers can categorize employees as Gold, Silver or Bronze depending on not only their skills, but their attitude and potential, and write reviews accordingly.

Gold performers

Gold performers are your top people. They not only have great technical and interpersonal skills, but they are outcome-driven, dedicated and dependable. When thinking about how to write a performance evaluation for gold performers, consider phrases like:

• Surpasses expectations in the following areas…
• Contributes frequently to…
• Promotes innovation within the company by…
• Developed successful strategies that led to results like…
• Executes creative ideas such as…
• Shows leadership and management potential by…

Silver performers

Silver performers are intelligent and have an excellent attitude, but their skills could use improvement. They typically have a growth mindset and are easy to coach when given the right feedback and actionable, realistic goals.

• Improved production by X percent due to…
• Exceeded sales goals by X percent by…
• Resolved X customer complaints by…
• Promptly responds to client concerns such as…
• May easily exceed expectations by…
• Shows great aptitude for…
• Would benefit from additional professional development in…

Bronze performers

Bronze performers are average employees, but they’re not operating at peak performance in any area. Writing performance reviews for bronze players requires careful phrasing that encourages the good while course-correcting the bad.

• Is capable of increasing efficiency in the area of…
• Could enhance growth potential through additional training in…
• Displays potential for greater interpersonal skills, which could be achieved by…
• Could transfer skills in X area to achieve more in…
• With improved focus, may demonstrate an ability to achieve…

All leaders need to learn how to write performance reviews that keep employees engaged and increase their productivity. Once you master the steps to honest, constructive employee evaluation, you’ll create an unstoppable culture of success.

Performance reviews don’t have to be painful. When you approach them as a chance to connect, to coach, and to create a vision for the future, they become a powerful ritual for growth—for you, your team, and your entire organization.

Live with passion, lead with heart, and remember: feedback is the breakfast of champions. Use it to fuel your next breakthrough.