Why Performance Reviews Backfire (And How to Make Them Work)

Leadership DevelopmentLeadership Tools
Written By Catherine

Most performance reviews fail before they even start. Here's why—and what to do instead.

The Moment I Realized My Work Was Invisible

I was a newly promoted Director in supply chain management. Our company was doing about $80 million in revenue that year, and I was managing critical operations. We didn't have a formal one-on-one process—my boss, the CFO, didn't really believe in them.

Actually, let me be more honest: He couldn't be bothered with them.

Anytime I walked into his office to discuss a supply chain issue, he seemed annoyed. He didn't see those problems as important—he was the CFO, dealing with what he considered "real" business. In his mind, my problems were just noise.

So I only went in when something was really wrong, and even then it was more out of courtesy than need.

When it came time for my first performance review as a Director, I sat down expecting him to actually review my performance. I thought he'd have done his homework. I expected him to know about my work, my progress, everything I'd been managing.

Instead, he asked me to tell him what I had achieved.

I remember thinking: You've got to be kidding me.

I was furious. Because it felt like none of what I'd done mattered. That year, I had taken close to a million dollars out of our supply chain spend. Real, measurable savings. For an $80 million company, that should have been cause for celebration.

And it didn't even register with him. The CFO. The guy whose job it was to care about money.

I went into that meeting expecting a big raise, expecting recognition. Instead, I got a conversation that sounded like: "Prove to me I should even consider you for a raise."

I left that meeting wondering why I still worked there.

About two weeks later, when I finally asked him if I qualified for a raise, he said: "You'll have to wait until you see the next paycheck."

That was it. No conversation. No acknowledgment. Nothing.

He Was a Terrible Leader—But He Taught Me Something Critical

From that point forward, I knew my time under his leadership would be wasted if I didn't take control of how I documented my own work performance.

So I did.

Over the next few years, every time review season came around, I kept a running diary. A simple list of everything I'd accomplished, problems I'd solved, money I'd saved. When it was time for my next review, I'd just rattle off the list, walk out, and start a new page.

It wasn't recognition. But it gave me rhythm. It reminded me that the work mattered, even if he didn't see it.

And honestly, keeping that diary taught me something I still believe today: Waiting for someone else to validate your progress is like being trapped in a hole. You end up giving away your sense of control.

Documenting your own wins isn't arrogance—it's empowerment. When you don't get feedback, it's how you stay connected to your own growth.

That experience changed how I lead completely.

This Isn't Just My Story—It's an Epidemic

For a long time, I thought this was just my experience. One bad boss. One guy who didn't get it.

But then I started looking at the research, and I realized: This is an epidemic.

People Feel Invisible

66% of employees say they would quit if they don't feel appreciated. Lack of recognition is the number one reason people leave—not salary, not benefits.

Only 1 in 3 U.S. workers strongly agrees that they received recognition or praise for doing good work in the past seven days. That means two-thirds of us are going at least a week—probably much longer—without anyone noticing what we're doing.

79% of employees cite lack of appreciation as their reason for leaving.

Only half of all employees believe their rewards are actually linked to their performance.

You could be delivering results, crushing your goals, saving the company money—and still feel like it doesn't matter. Just like I did.

Performance Reviews Are Broken

Even the people conducting these reviews know they're broken:

  • 45% of managers don't think their formal performance review process brings value to the company. Nearly half!

  • Only 14% of employees feel their performance review inspired them to improve.

  • Only 20% say their performance is managed in a way that motivates them to do outstanding work.

So we have this ritual that happens once or maybe twice a year, where managers scramble to remember what their employees did, employees stress out trying to prove their value, and at the end of it, almost nobody feels motivated or inspired.

What Actually Works: Frequent Feedback

Here's what the research shows:

Employees are 3x more engaged when they receive daily feedback from their managers versus annual feedback.

But most of us don't get that. We get the once-a-year ambush review where we're suddenly being evaluated on things that happened months ago, with no opportunity to course-correct, no ongoing dialogue, no sense of how we're actually doing.

Remote Workers Have It Worse

There's also something called "proximity bias"—where managers are more critical of remote workers and view their accomplishments less favorably simply because they're not visible.

We're creating an entire workforce of invisible people.

This Impacts Mental Health

When people feel valued by leadership, 76% report feeling emotionally and mentally safe in their workplace. But when they don't feel valued, those numbers plummet.

This isn't just about hurt feelings. This is about people's mental health, their sense of purpose, their ability to show up and do good work.

And we're doing this to them with a broken system that we all know doesn't work.

The Solution: Build a Feedback Rhythm (Not a Once-a-Year Event)

After that CFO eventually left the company, I was already in an entirely different space. I had built a regular check-in structure with my direct reports. And I used their reviews not as a once-a-year interrogation, but as an opportunity to acknowledge their accomplishments and talk about the future.

Here's what I learned about making performance reviews actually work:

The Three-Part Feedback Rhythm

Instead of treating performance reviews as one big event, create a rhythm of ongoing feedback that makes annual reviews effortless.

1. Weekly Check-Ins (5-10 minutes)

Keep a pulse on what's happening right now.

What to ask:

  • What are you working on this week?

  • Where are you stuck?

  • What support do you need from me?

Purpose: Remove blockers, offer support, and stay visible.

🚩 Red Flag: If you skip check-ins because "nothing changed," you're sending the message that you're not paying attention. Consistency builds trust.

2. Monthly Progress Reviews (20-30 minutes)

Reflect on what's working and what's not.

What to ask:

  • What did you accomplish this month?

  • What challenges did you face?

  • What do you want to focus on next month?

Purpose: Give real-time feedback, celebrate wins, and course-correct before problems compound.

🚩 Red Flag: If every conversation focuses on what's wrong, people will dread talking to you. Celebrate wins. Acknowledge effort. Name growth.

3. Quarterly Development Conversations (45-60 minutes)

Look at growth, trajectory, and development goals.

What to ask:

  • How have you grown in the last 3 months?

  • What skills do you want to develop?

  • Where do you see your career heading?

Purpose: Align on development, discuss trajectory, and build trust.

🚩 Red Flag: If you're asking employees to prove their value, you've already failed. It's your job as a leader to notice what your team accomplishes.

"When you build this rhythm, the annual review becomes a summary of conversations you've already had. No stress. No surprises. Just clarity."

Five Principles That Make This Work

1. Feedback Can't Wait for the Review

If you're waiting until the annual review to tell someone how they're doing, you've already failed them.

The review should be a summary of ongoing conversations, not a surprise reveal. There should be zero new information in a performance review.

2. Notice the Work

This sounds so basic, but it's where most leaders fail.

You have to actually see what your people are doing. You have to pay attention. You have to know what they're working on, what problems they're solving, what value they're creating.

My CFO didn't know I'd saved a million dollars. That's inexcusable.

As a leader, your job is to be curious about your team's work. Ask questions. Get involved enough to understand the impact they're having. And then—this is critical—tell them you see it.

Don't wait for the review. Tell them in the moment. A Slack message. A quick shout-out in a meeting. A personal email. It takes 60 seconds and it changes everything.

3. Let Them Tell Their Story Too

Here's the twist: Even though I hated being asked to prove my value to my CFO, I actually did want a chance to talk about what I was proud of.

The difference is context and tone.

There's a huge difference between:

  • "Prove to me why you deserve to be here"

  • "Tell me what you're most proud of this quarter"

One feels like an interrogation. The other feels like celebration.

I started asking my team to come prepared to talk about their wins. Not to justify their existence, but because I wanted to hear it. I wanted to know what they were excited about, what they'd figured out, what they wanted to be recognized for.

And you know what? People light up when you give them permission to own their accomplishments.

4. Use the Review to Look Forward

Performance reviews shouldn't just be a rearview mirror exercise. They should be about growth.

I started making reviews:

  • 50% reflection

  • 50% future-focused

Yes, let's talk about what happened this year. But more importantly: What do you want to build next year? What skills do you want to develop? Where do you see yourself going?

When people leave a review feeling excited about their future, you've done it right.

When they leave feeling defeated or uncertain, you've failed them.

5. Create Systems, Not One-Offs

One good review isn't enough. You need a rhythm.

I built this structure:

  • Weekly or bi-weekly check-ins (informal, short)

  • Monthly goal reviews (are we on track?)

  • Quarterly performance conversations (deeper reflection)

  • Annual review (big picture, career trajectory)

This isn't complicated. It just requires consistency.

And here's the thing: Once you build this rhythm, the annual review becomes the easiest meeting you have. Because you've been having the conversation all year. No stress, no surprises, no scrambling. Just clarity.

Special Considerations for Remote & Hybrid Teams

Remote and hybrid employees receive 20% less feedback than in-office workers. Here's how to close that gap:

1. Over-Communicate Visibility

You can't see remote workers grinding away at their desks. Ask intentionally:

  • "What are you working on that I might not see?"

  • "What problems have you solved this week?"

2. Don't Rely on Proximity as Feedback

In-office workers get casual acknowledgment just by being present. Remote workers don't.

Build in intentional recognition:

  • Send a Slack message: "Nice work on that report."

  • Call out wins in team meetings

  • Document progress in your shared running doc

3. Use Video for Development Conversations

Weekly check-ins can be async or via chat. But monthly progress reviews and quarterly development conversations should be video calls. Tone, body language, and connection matter.

4. Track Async Work Intentionally

Remote work happens asynchronously. Encourage your team to document their own wins in your shared doc:

"This week I completed X, solved Y, and started Z."

This gives you material for feedback and ensures nothing falls through the cracks.

How to Implement Your Feedback Rhythm

Step 1: Set Up Your Cadence

Block time on your calendar for each type of conversation:

  • Weekly check-ins: Same day/time each week (e.g., Friday mornings)

  • Monthly progress reviews: Last week of each month

  • Quarterly development conversations: End of Q1, Q2, Q3, Q4

Step 2: Create a Running Document

Keep a shared document for each team member with:

  • Date of each conversation

  • Key accomplishments

  • Challenges faced

  • Feedback given

  • Development goals

This becomes your source material for the annual review. No scrambling, no guessing.

Step 3: Practice Noticing

Train yourself to see what your team accomplishes:

  • Notice the problems they solve without asking

  • Acknowledge the small wins, not just the big projects

  • Call out growth when you see it

People don't need grand gestures. They need to know their work matters.

Step 4: Give Feedback in Real Time

Don't save feedback for the monthly meeting. Give it when it happens:

  • "That presentation was strong. Your clarity on the timeline helped us move forward."

  • "I noticed the client email took a while to go out. Let's talk about what got in the way."

Real-time feedback removes the sting from formal reviews because people already know where they stand.

Take Back Control

Here's what I want you to take away from this:

If you're a leader: Your people need to feel seen. They need regular feedback, not annual surprises. They need to know their work matters. Build the rhythm. Do the check-ins. Notice the work. Make reviews about growth, not just evaluation.

And please, please—never ask someone to prove their value to you when you haven't been paying attention all year. That's on you, not them.

If you're an employee: Don't wait for someone else to validate your progress. Keep your own record. Document your wins. Know your value, even if your boss doesn't.

And if you're in a situation like I was—where you're working hard, delivering results, and still feeling invisible—that's not a reflection of your worth. That's a failure of leadership. And you deserve better.

Whether you're remote or in-office: The principles are the same. Visibility requires intention. Feedback can't wait. Recognition isn't optional.

We spend so much of our lives working. We deserve to feel like our work matters. We deserve to be seen.

And if the system isn't working for you—change it. Build your own rhythm. Take back control.

Because performance reviews don't have to backfire. They just need to be built on something real: ongoing conversation, genuine appreciation, and the belief that people's contributions actually matter.

Resources to Help You Build Your Feedback Rhythm

Free Trail Map: Feedback Rhythm Builder

This week's Trail Map gives you the complete framework for implementing the three-part feedback rhythm, including:

  • Weekly check-in templates

  • Monthly progress review questions

  • Quarterly development conversation structure

  • Implementation checklist

  • Remote team adaptations

Sign up to receive Trail Maps delivered to your inbox every week automatically.

Performance Review Manager's Toolkit

Need deeper support for difficult conversations and tracking progress? The Performance Review Manager's Toolkit, the actual tool I use with my clients includes:

  • The 3 Landmarks Framework (Relationship, Standard, Next Step)

  • 60-minute review structure with time breakdowns

  • Clear Feedback Map™ with scripts and examples

  • Pre-review preparation checklist

  • Troubleshooting guide for difficult conversations

  • Follow-up templates and development planning worksheets

  • Quick reference cards

Get the Performance Review Toolkit →

Listen to the Full Episode

Episode 19: Why Performance Reviews Backfire (And How to Make Them Work) — Available on Spotify and wherever you get your podcasts.

In this episode, I share the full story of my CFO experience, walk through the research, and give you actionable steps to build a feedback rhythm that actually works.

New here? Subscribe to The Manager's Mind podcast and sign up to get weekly leadership tools, frameworks, and Trail Maps delivered straight to you.

Research & Sources

All statistics and research cited in this post come from the following sources:

Recognition & Engagement Research

ClearCompany (2023)

  • Organizations with recognition programs have 31% lower voluntary turnover

  • 84% of highly engaged employees received recognition after going above and beyond

  • Employees are 3x more engaged with daily feedback vs. annual feedback

  • Source: "17 Mind-Blowing Performance Management Statistics," ClearCompany Blog, December 2023

Select Software Reviews (2025)

People Insight (2025)

  • 79% of employees cite lack of appreciation as reason for quitting

  • Only 35% of employees feel valued and recognized for their work

  • Employees who receive regular feedback are 2.8x more likely to be engaged

  • Source: "Employee Engagement Statistics 2025," People Insight, August 2025

Gallup Research (2025)

Performance Review Research

Folks HR (2025)

Remote Work & Feedback Research

Teamflect (2025)

Get CultureBot (2024)

PerformYard (2024)

Mental Health & Wellbeing Research

U.S. Surgeon General's Office (2022)

Spill (2024)

Mental Health America (2025)

  • Workers who feel valued by leadership: 76% feel emotionally/mentally safe; 73% see actions addressing discrimination

  • 81% of workers in psychologically safe workplaces report stress doesn't affect mental health

  • Source: "2023 Workplace Wellness Research," Mental Health America, May 2025

Berkeley Executive Education (2022)

  • 45% of U.S. workers report experiencing mental illness in their lifetime

  • 76% experienced emotional distress from work pressures in past 12 months

  • 51% say emotional distress was severe enough to impact job performance

  • Source: "The Impacts of Poor Mental Health in Business," Berkeley Executive Education, September 2022

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© 2025 The Manager's Mind Mapping Company
For more tools and resources: yourleadershipmap.com

Catherine

Catherine Insler is a Leadership Cartographer and the creator of the Leadership Mapping™ system.

Through Your Leadership Map and The Manager's Mind Podcast, she helps managers build clarity, emotional steadiness, and sustainable leadership practices.

Her work emphasizes systems as care—frameworks that guide without control, and structures that support transformation.

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