I have a strong and sweeping opinion about performance reviews — I believe their useless.

What’s the value in a conversation that’s held once a quarter, twice a year, or annually?

I believe effective managers engage with their team’s work as often as possible. Managers say what they love about the work, they offer ideas for making it better, and they point out pitfalls and future traps their team members might not anticipate.

Radical thought: what if managers used the quarterly/semiannual/annual review the way that a customer success manager uses a quarterly business review?

What if the manager says, “here are all the things we worked on together, here’s where there’s opportunity for next quarter, and,” the part that no manager I’ve ever had has asked, “is it your intent to stay another quarter?”

If the employee says “no” or “I don’t know,” that’s a great response. Then the manager can engage in discovery, and with the employee, determine the path forward.

If the employee says “yes,” that’s a great response too. Now the manager finds a way to maintain a steady state and plot a growth path with and for the employee.

Effective managers give generous insights and guidance that helps their team move forward routinely. Better managers go out on a limb and ask their teams to renew.