After more than two decades in leadership, teaching, and coaching, I’ve seen one workplace tradition stubbornly refuse to evolve—the annual performance review. I’ve sat through them as an employee, delivered them as a manager, and heard countless stories from executives I coach. And I’ve come to believe that in today’s world of work, the performance review has outgrown its usefulness.
At its core, the annual review is a backward-looking, compliance-driven ritual. It often reduces a person’s contributions to a few checkboxes, numerical ratings, or vague adjectives like “meets expectations.” It’s meant to create accountability and improve performance, but more often, it produces anxiety, defensiveness, and a sense that the process is about paperwork rather than people.
In my Humanistic Leadership Model (HLM), one of the central pillars is sustainability for people and the organization. That means leaders must create an environment where growth is continuous, feedback is timely, and development is part of the daily rhythm—not an event on the calendar. When feedback is saved up for months and delivered all at once, it’s like trying to change the course of a ship after it’s already run aground.
I still remember one of my early performance reviews in a corporate role. My manager praised my results but noted that I “could be more collaborative.” This was the first time I’d heard that feedback, and I left wondering—why hadn’t they told me months ago when I could have actually done something about it? The delay made the feedback less actionable and more frustrating.
The traditional review also fails to capture the human side of work. Many of the most important contributions people make—mentoring a colleague, diffusing a conflict, coming up with a creative idea that saves the team time—never make it onto the review form. In HLM terms, these are the humanistic acts that sustain a team’s spirit and resilience. They’re not “extra,” they’re essential. Yet the annual review often treats them as invisible.
So what’s the alternative? In my coaching and workshops, I encourage leaders to replace the performance review with continuous, human-centered conversations. These aren’t formal meetings with forms to fill out—they’re regular, focused check-ins that look forward as much as they look back.
Instead of “Let’s review your performance for the last year,” the conversation shifts to:
- What’s energizing you right now?
- Where do you feel stuck?
- How can I support your growth this quarter?
- What skills or experiences do you want to develop next?
This approach aligns with HLM’s emphasis on self-awareness and coaching. Leaders don’t just evaluate; they help people see themselves more clearly and chart a sustainable path forward. It’s about trust, partnership, and the shared journey—not a once-a-year judgment.
If you’re still relying on annual reviews, ask yourself: Is this helping people grow, or is it just checking a box? In my experience, the most meaningful leadership happens in the moment, in the conversations that build capability and confidence over time.
Because leadership isn’t about scoring the past—it’s about shaping the future.
Discover More in My New Book
If this topic resonates with you, you’ll find a deeper exploration in my latest book, The Humanistic Leader: Humanistic Leadership for the Soul. It’s a practical and heartfelt guide to leading with self-awareness, systems thinking, and a deep commitment to sustainability—for both people and the organization. Packed with real stories, tools, and the Humanistic Leadership Model (HLM©), it’s designed to help you create workplaces where people can truly thrive.
Available now here, and soon on Amazon and through select booksellers.