Performance reviews can make or break trust between managers and employees. Early in my career, I received a shockingly negative review that taught me invaluable lessons on ineffective management and review practices.
The Buildup of Frustration
This review occurred in early 2020, assessing my 2019 performance. I had already accepted a new job offer, after losing trust for months due to unfulfilled promotion promises and shrinking autonomy.
For years I had been an engaged agile coach, earning consistent praise from partners. I eagerly anticipated finally being officially promoted to Scrum Master, as my responsibilities had grown extensively. However, the promotion was continually delayed with vague, shifting expectations about my “readiness.”
Meanwhile, I was no longer allowed to facilitate valuable workshops and design that had clear impact. This raised concerns about the organization's commitment to agile principles.
Also, an arrogant, inexperienced new Business Analyst rejected my mentoring and complained about me behind my back all year. I later learned he had been undermining me to my new, also inexperienced, manager the entire time.
Stellar Historical Ratings
My past annual ratings had been:
2018: Exceeded Expectations
2017: Met Expectations
2016: Far Exceeded Expectations
2015: Far Exceeded Expectations
I had no major duty changes in 2019 to warrant a dramatic downward shift. I had a track record of effectively onboarding new hires.
The Devastating Negative Review
Yet my 2019 rating was a disappointing “Inconsistently Met Expectations” and performance improvement plan. This contradicted extensive positive feedback all year from my manager during 1-on-1s.
The vague review appeared disconnected from my actual contributions, blaming me for unclear issues I was never told about. It came across as a political move to justify denying me a deserved promotion.
Team members were shocked, saying I should find a new job based on this alone. I felt betrayed after sacrificing for the team.
Better Approaches to Performance Management
This experience demonstrated common review pitfalls managers should avoid:
Don’t surprise employees - raise concerns early so people can improve.
Ensure ratings clearly align with evidence of contributions.
Consider context like shifting goals that affect performance.
Discuss feedback directly rather than venting to other managers.
Ratings should reflect ongoing conversations, not just annual judgments.
As a coach, I now champion transparent development discussions throughout the year, not delayed disappointment. Reviews should motivate, not alienate.
Key Lessons Learned
While this situation caused frustration, it shaped my leadership philosophy of proactive communication, compassion, and transparency. By learning from other’s missteps, we avoid repeating them ourselves.
Does your review process feel supportive of growth? I advise leaders on building trust and maximizing potential through positive management practices. Please reach out if you need any guidance - we rise together when processes focus on people, not bureaucracy.