Are You Writing Evaluations That Motivate?

May 2

Evaluations. Performance Reviews. If you’re groaning or rolling your eyes right now, you’re not alone. The data is clear. Dissatisfaction with performance reviews is pervasive. “Just one in five employees agreed that their company’s performance evaluation practices motivated them,” one Gallup study found.

So why do people hate performance reviews?

They often don’t feel aligned with year-long goals. “I didn’t even know I was supposed to be working on that. We never set goals together,” I hear from leaders when they reflect on end-of-year feedback from their supervisors.
They surprise employees. This one often sounds like, “That’s news to me. I had no idea they felt that way,” or “Everything was fine in January at my mid-year. What changed?”
They overemphasize growth areas and brush past strengths. “Wow, I don’t do anything right?” or “Do they even want me to work here?”

So then, why not get rid of performance reviews? They are essential for organizations where reviews are critical to the next promotion or performance-based pay. In other cases, it is important to document poor performance when moving on from an employee.

Most importantly, the people on our teams deserve thoughtful, intentional feedback so they know how their employer views their performance, both their strengths and where they can grow.

The review process is essential, so here are a few tools and strategies to ensure you are doing your best by the people on your team.

Tips for Evaluations that Motivate Employees:

Set Goals from the Beginning: The best evaluations are grounded in clearly defined goals. The worst feel random and drenched in recency bias (using the most recent events to generalize on overall performance). Strong evaluations start with strong goal setting. At School Leader Lab, each teammate crafts OKRs (Objectives and Key Results) twice yearly, which are rooted in our annual goals and five-year strategic plan.
Engage in Open Communication: At School Leader Lab, we hold quarterly informal 1-on-1 meetings for team members to exchange feedback on performance and working relationships. This preps us for formal evaluations in two key ways: 1) Written feedback isn't a shock; ongoing dialogue means evaluations merely confirm what's been discussed. 2) Feedback flows both ways, creating a conversational dynamic rather than a one-sided assessment.
Make evaluations a two-way street. Every time you deliver feedback, you have an opportunity to gather feedback. At School Leader Lab, we ask, “What is one way your manager is supporting your development? What is one thing they could do even better?” When people know everyone is open to feedback, it feels like a conversation, not a referendum.
Have ideas about how to address challenges. If there’s a gap in performance, figuring out how to address it is part of a manager’s job. Rather than simply saying, “Here’s where you’re falling short, go fix it,” make people feel supported and hopeful by collaboratively sharing ideas on a pathway forward. That doesn’t mean you’re doing their work for them. Be clear that it is their job to make progress, and it is your job to support them, sometimes through accountability.
Don't forget to celebrate. Sometimes we take our employees' strengths as a given or “just doing what’s expected.” If someone is excelling, don’t change the bar. Slow down and celebrate. Also, don’t always feel the need to dig up something negative. I once had a performance review with a manager where she said, “You’re excelling based on all we’ve discussed. I’d rather spend the next part of our time figuring out where you feel the energy to grow.” Here’s a list of 10 things employees love to hear from their managers.
See Evaluations as an Opportunity to Reinvest: Remember, turnover is expensive. A $2,000 cost of living increase might seem costly, but it's a fraction of the $75,000 it could cost to replace an employee. Similarly, denying professional development might save $3,000 upfront, but a vacant position could burn out two other employees. Investing in staff during evaluations is crucial; it's a chance to re-engage them in the organization and prevent costly turnover.

The best evaluations go beyond mere checkboxes on an annual to-do list; they're crucial for motivating and developing your team. By setting clear goals, fostering open dialogue, and providing actionable feedback, you can turn performance reviews into constructive experiences. Gather examples and data throughout the year, give space and time for the process, and deliver feedback face-to-face. Be intentional. Above all, evaluations should be approached with empathy and value placed on the individual. People follow people. People will follow great managers. There’s nothing that will drive away employees faster than bad leadership. That’s why School Leader Lab exists.

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