Harvard Business Review: Expecting a Bad Performance Review? Here’s How to Prepare.

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It’s that time of year again: performance review season. If you’re feeling a bit anxious, especially if you suspect your review might not be glowing, you’re definitely not alone. If that’s the situation you find yourself in, you might want to read The Harvard Business Review article I contributed to: “Expecting a Bad Performance Review? Here’s How to Prepare.”

Here are a few tips to get you started. 

Reflect on Your Assumptions

Before jumping to conclusions about how your manager sees you, take time to check your assumptions. You could start by scheduling conversations with your CEO (or whoever you report to) to ask  questions like:

• What have I done that’s contributed the most to the company?

• What could I have done more of—or less of?

  
  

In the weeks before your review, ask yourself the same kinds of questions. Why do you think your review might be poor? What commitments did you fail to meet? Are your concerns based on facts—or fears? You may discover the problem isn’t as serious as you think. If it is, there’s still time to take corrective action and demonstrate accountability.

Gain Perspective

If you suspect friction within your team, don’t wait for your manager to bring it up. Ask teammates what you’re doing that’s helpful and what’s not. Then, act on their feedback before it lands in your review. As uncomfortable as these conversations can be, they show initiative and self-awareness, two qualities leaders value.

Talk With Your Manager

Don’t wait for the formal review. Schedule a short meeting—20 to 30 minutes—to discuss your performance and development. Be proactive, especially if you’ve made a significant mistake. Addressing missteps early demonstrates maturity and ownership. Before the meeting, send your manager a concise list of your key accomplishments to help them see your overall contributions clearly.

Own Your Mistakes

Owning your errors takes courage—and it can earn you respect. Acknowledging where you fell short helps shift the conversation from the past to the future. Explain what happened, what you’ve learned, and what steps you’re taking to improve. Then, follow up with a concrete action plan that includes clear timelines, priorities, and the resources you’ll need to succeed.

Follow Up and Show You Care

After the review, set a follow-up meeting—perhaps in three months—to assess progress. Showing you care about improving is one of the main reasons leaders decide to retain someone who’s made mistakes. Strength comes from balancing humility with backbone: the humility to own what went wrong, and the backbone to move forward with confidence.

If, after all your efforts, the review still goes poorly, it may signal a deeper misalignment between your strengths and your role. Use that insight as a springboard toward a better fit and a stronger career.

Read the full article on HBR.org.