Performance Review Insights

I just watched a brilliant young mind quit after his first performance review.  The system didn't fail, it worked exactly as designed. And that's the problem. A close friend's son called me yesterday asking for advice. This kid has always been exceptional - top of his class, and one of the most hardworking young minds I know. He joined a company last year, excited to prove himself. His first performance review just happened. They put him on a PIP for "team collaboration issues." Here's what actually happened that past year: + On-time, flawless project delivery. + Zero complaints from stakeholders. + Often stayed late to get things right. But he wasn’t loud. He didn’t hang around in Slack threads and coffee chats or networked just for the sake of being visible. He focused on the work. And that somehow became a problem. When he called me, his voice was shaking. "I keep questioning myself. Maybe I really am terrible at my job." Just imagine an A-player, now doubting his entire future because our review systems punish introverts, misfit metrics, and non-traditional brilliance. I told him what I'm telling you: You're not the problem, kid. The system is. Four decades in this industry, and this still breaks my heart every time.  We're crushing exceptional talent with processes designed for a different era. We measure yesterday's activities instead of tomorrow's potential. The best leaders understand that real performance happens in real-time, not annual reviews. They coach continuously, celebrate wins immediately, and address challenges before they destroy confidence. ✅ Netflix eliminated performance reviews entirely.  ✅ Adobe replaced them with ongoing conversations.  ✅ Google shifted to quarterly goals with continuous feedback. These aren't experiments, they're competitive advantages. While traditional companies waste months on review documents nobody reads, smart organisations invest that time in actual development conversations that drive results. We need to replace annual reviews with monthly check-ins that matter. And most importantly, replace the assumption that people need to be "reviewed" like products with the understanding they need to be supported, challenged, and trusted to grow. That young man will find a company that values his work ethic over his small talk skills. His former employer will keep wondering why they can't retain talent while using the same broken processes. The difference will transform one organisation and devastate the other. So, stop managing performance like it's a quarterly report. Start enabling it like it's a human being's career and dreams. #performancereviews #thoughtleadership

This is probably the most valuable tip I share with students and clients who want to get ahead in their professional lives: → Track your wins!! In a document (Excel, Word, or whatever works for you), create three columns: 1. TASK – What was it? ↳ Led a team meeting to resolve a bottleneck in the project timeline. 2. ACTION – What did you actually do? ↳ Facilitated a structured discussion to identify roadblocks, proposed a revised workflow, and reassigned tasks based on individual strengths and deadlines. 3. IMPACT – What measurable difference did it make? ↳ Reduced project timeline by 15%, increased task completion rate by 20%, and improved overall team alignment and morale. Update it at the end of each week. It’s such a simple approach, but it ensures you’re always ready to showcase your value when it matters most - whether it’s for performance reviews, job interviews, or pitching yourself for your next big opportunity. Highly recommend it! P.S. Have you ever tried something like this to keep track of your achievements? #careergrowth

It’s the time of the year for performance reviews. Every year, I remind myself that giving feedback comes down to this: “radical candor” plus “radical compassion.” If you are too candid/direct, you will make your team feel defensive. But if you soften your feedback too much (which I have seen too many leaders do), your message will not be clear. The net effect if you don't get the balance right is that your team will not grow. It’s a difficult balance to strike. We’ve all had moments where we’ve held back the feedback we planned to give because we don’t want to hurt someone’s feelings. But the truth is, when you deliver feedback from a place of wanting to help someone reach their potential, that actually builds trust. I always start there - I make sure that my team knows that I am deeply committed to their growth. So this performance review season, don’t be afraid to be direct. But remember: being direct does not mean being harsh. Show the person you care about their growth and then follow it up with a plan to help them develop. “Radical candor” plus “radical compassion” is the feedback formula that works! What mindset are you taking into this performance review season?

🚨 Bell Curve, Goal Setting & Performance Reviews – Still Relevant? Or Time to Evolve? We’ve all been through the process: 📋 Start the year with Job Descriptions (JD) 🎯 Followed by SMART Goal Setting 📈 Mid-Year Review (MYR) ✅ Ends with Year-End Review (YER) And somewhere in there… enters the Bell Curve. Plot twist? It’s not about right or wrong. 👉 What truly matters is relevance to the current situation, transparency, and most importantly – the communication & support system around it. Are we evaluating with the intention to support growth? Or are we unknowingly planning some of our team to "fail" just to fit a curve? In today’s workforce, we need to shift the narrative: 🔄 From rigid ratings to real conversations 🧭 From standardisation to meaningful guidance 🫱🏼🫲🏽 From control to collaboration The truth is – people don’t resist feedback, they resist judgment without context. Let’s make performance management human again. #LeadershipMatters #PerformanceManagement #BellCurve #TeamDevelopment #EmployeeEngagement #GrowthCulture #HRRealityCheck #WorkplaceEvolves #RelevanceMatters #aizatrahim #akubudakhr

Headlines can be deceiving. A recent report pointed out that Singapore saw 3,000 restaurant closures in 2024, but it doesn’t tell the whole story. In the same period, there were 3,793 new openings, representing a roughly 26% net increase. So what happens next? 🥙 Rising Competition Amid High Costs: Even though the net number of establishments grew, existing restaurants face mounting pressure. Operational costs are higher than ever, rent continues to climb, ingredient prices remain volatile, and wages are increasing as businesses compete for scarce manpower. 🥙 Economic Uncertainty Adding to the Strain: The global and local economic outlooks are uncertain. As disposable incomes tighten, consumers might dine out less frequently or spend more cautiously. This softening demand hits even harder when the market is flooded with new players, forcing restaurants to work harder to attract a shrinking pool of customers. 🥙 Impact of Overseas Operators: A significant chunk of these new openings appears to come from well-funded overseas operators, where chains or brands that already have established playbooks and deep pockets are entering the market. While these entrants can bring fresh concepts and experiences, they often have the financial backing to weather losses for longer periods. Local operators, meanwhile, can end up squeezed, struggling to compete on marketing, pricing, and economies of scale. So, the question isn’t just “how many restaurants open or close,” but rather, “how can businesses adapt to survive these intense pressures?” With the long-term sustainability of the F&B industry in Singapore we need to be rethinking operational efficiency to exploring new revenue streams and customer engagement strategies, the path forward will require resilience, innovation, and perhaps a collective effort from the entire industry. As we continue to see shifts in the F&B landscape, we must also ask ourselves: what can be done to support this vital part of our economy, or will it collapse? Story by Jieying Yip.

 5 Uncomfortable Truths About Giving "Performance Feedback" (that no one tells you) After 15 years of leading teams and coaching executives, I've learned that giving meaningful feedback isn't about following a template or checking a box. Here are the hard truths I wish someone had told me earlier: 1.) Your feedback isn't about making yourself comfortable ↳That knot in your stomach before a tough conversation? It's a sign that you're about to say something that matters. I once delayed giving critical feedback to a high performer for weeks because I feared damaging our relationship. When I finally did, their response? "I wish you'd told me sooner." 2.) The "feedback sandwich" insults your employees' intelligence. ↳They see right through it, and it diminishes your message. Trust them with direct communication. Last month, a client told me they'd spent years decoding what their previous manager "really meant" beneath the compliment buffer. 3.) "Great job!" isn't feedback – it's a pat on the back ↳ Real feedback answers: "Great at what? Why did it matter? What specific impact did it have?" The difference transforms generic praise into a roadmap for repeatable success. 4.) The most crucial feedback often comes from your discomfort. ↳ When you think, "Maybe I'm overreacting" or "Perhaps it's not my place," that's often precisely what needs to be addressed. Those moments of hesitation often mask the most valuable insights. Be professional and tactful, but seize an opportunity and the signs you receive. 5.) Timing beats process every time. ↳ The best feedback system in the world can't match the power of addressing something at the moment. Waiting for quarterly reviews to discuss crucial performance issues is like waiting for New Year's to start eating healthy – it makes sense on paper but fails in practice. THE BOTTOM LINE: Meaningful feedback isn't about being fake, too nice or following a script. It's about being transparent, specific, and genuine – even when (especially when) it's uncomfortable. Vague feedback is worse than no feedback at all. If your message could apply to anyone, it probably helps no one. Make it direct, make it specific, make it count. Coaching can help; let's chat. | Follow Joshua Miller ➖ Like what you read but would like more? ☎ Book Your Coaching Discovery Session Today: https://lnkd.in/eKi5cCce #joshuamiller #executivecoaching #coaching #leadership #management #performancemanagement #culture #professionaldevelopment

7 questions, #managers should ask during #performancereviews ! Performance reviews are a crucial opportunity to assess progress, provide feedback, and set goals for the future. But sometimes, the traditional format can feel stale and one-sided. Make #performancereviews truly impactful, by asking insightful questions that encourage dialogue . Here are 7 questions to consider: ✅What #accomplishment are you most proud of from this past review period, and why? 🟢This shifts the focus from just tasks , to the employee's perspective on their achievements and motivations. ✅What were some of the biggest #challenges you faced, and how did you overcome them? 🟢This helps identify areas for improvement and highlights the employee's problem-solving skills and resilience. ✅In which areas would you like to improve the most, in the coming year? 🟢This opens a conversation about development #goals aligned with the employee's aspirations and the company's needs. ✅What skills or #training do you believe would be most beneficial for you to excel in your role? 🟢Empowering employees to identify their own development needs demonstrates a commitment to their growth. ✅What are your long-term #career goals, and how does your current role fit into that picture? 🟢Understanding career aspirations helps managers align employee development with future opportunities within the company. ✅Do you feel you have the resources and support you need to be #successful? If not, what can I do to better equip you? 🟢This fosters open communication and demonstrates managerial commitment to providing the tools needed for success. ✅What is one thing I, as your #manager, could do differently to better support you? 🟢Encourages honest feedback and allows managers to identify areas for improvement in their own leadership style. Try this and watch your employees feel more empowered and engaged! #performancemanagement #employeereview #communication #leadershipdevelopment #careerdevelopment LinkedIn LinkedIn Guide to Creating LinkedIn News India

Over the past 20 years, I've had the opportunity to work with the world's best leaders. Here’s the truth I’ve seen across every industry, team, and culture: Emotionally intelligent leaders don’t fear criticism. Most people don’t struggle with criticism because of the words being said; they struggle because of the emotions those words trigger. They use it. They turn feedback into fuel. Here’s how you can handle criticism with emotional intelligence: 1) Don’t react Work on self-regulating. Pause for 2–3 seconds. Breathe. Let the emotional spike settle. Instant reactions destroy clarity. Regulated responses create it. 2) Separate the message from the emotion. Ask yourself: What part of this feedback is valuable? What’s not? Self-awareness turns defensiveness into insight. 3) Assume positive intent, even when it’s hard. Most people aren’t trying to attack you. They’re trying to be heard. This mindset shift can transform high-performing teams. 4) Get curious, not combative. Say: “Help me understand what you’re seeing.” Questions lower tensions; curiosity opens doors. 5) Take ownership of your part. Emotionally intelligent leaders reflect, adjust, and move forward. 6) Use criticism to grow your leadership presence. Every piece of feedback is data about: • How you’re showing up • How others experience you • How you can communicate more effectively Criticism is an opportunity reflect, grow and respond with confidence. If you want to lead with influence, trust, and emotional maturity, mastering this skill is non-negotiable. What’s one strategy that has helped you handle tough feedback more effectively? Follow me, Christopher D. Connors, for more insights on how to lead with emotional intelligence.

Stop leading like it's 1995. Modern vs. outdated leadership: Most managers want to "lead modern teams." But no one describes what that actually looks like. It's not a motivational speech or a new app - It's the small choices you make about: ↳How work gets done ↳How people grow ↳How decisions get made. Here are 11 shifts that separate outdated from modern leadership: 1. Performance Reviews ↳Old Style: Sitting down once a year for a formal review ↳New Style: Having short weekly check-ins to ask "What's working? What's stuck?" 2. Healthy Work Pace ↳Old Style: Sending late-night emails and expecting quick replies ↳New Style: Blocking off recharge time and encouraging people to log off 3. Productive Meetings ↳Old Style: Weekly status meetings for every project ↳New Style: Meeting only to decide or unblock 4. Tools and Automation ↳Old Style: Blocking new tools to keep control ↳New Style: Approving safe tools and automating repetitive work 5. Sharing Information ↳Old Style: Keeping updates in private meetings or email chains ↳New Style: Posting decisions and notes in a shared document or channel 6. Developing People ↳Old Style: Giving quick answers when someone brings a problem ↳New Style: Asking "What do you think we should try first?" 7. Everyday Recognition ↳Old Style: Saving praise for annual awards or big launches ↳New Style: Giving frequent, specific recognition in the moment 8. Scaling Leadership ↳Old Style: Requiring every small decision to come through the leader ↳New Style: Creating checklists or playbooks so others can decide without waiting 9. Planning and Strategy ↳Old Style: Writing a detailed annual plan and sticking to it relentlessly ↳New Style: Testing a small pilot, then expanding if it works 10. Hiring Talent ↳Old Style: Choosing candidates from well-known schools or companies ↳New Style: Choosing candidates who show they can learn quickly and adapt 11. Career Growth Paths ↳Old Style: Expecting employees to climb a single ladder ↳New Style: Supporting lateral moves, new skills, and trial roles None of these changes require a new budget or a new title. They just require managers willing to trade control for clarity - And old habits for better systems. Which one of these shifts feels most relevant to you right now? --- ♻️ Share this to help inspire more modern leaders. And follow me George Stern for more leadership content.

Nearly a decade after we declared casual dining was in ‘dangerous waters,’ parts of the segment are quietly sailing back into calmer seas. While many mid-market brands remain stuck in a “sea of same,” a subset —  particularly polished casual and steakhouses — have upgraded the dining occasion just enough to capture post-COVID recovery demand. These brands are outperforming broader casual dining by focusing on quality, experience, and occasion rather than discounting. The lesson is clear: recovery hasn’t come from cost-cutting or traffic gimmicks, but from reframing value. Brands that managed to evolve beyond the pre-pandemic template — tightening menus, elevating the guest experience, and sharpening unit economics — are showing steady same-store sales growth. In contrast, those clinging to legacy formats or price-led strategies are still fighting declining relevance. This divergence inside casual dining is a reminder that “category” doesn’t determine performance for everyone — capability does. Investors and leadership teams that understand pricing, throughput, and experience are the ones identifying tomorrow’s winners. The tide hasn’t turned for everyone, but it’s moving for those who’ve learned to row differently. #restaurants #casualdining #fastcasual