For many of you, it’s that time of year - performance review season. That can come with some groans (and a few other reactions). Performance conversations - whether preparing for them or having them - aren’t always easy. Giving feedback, especially when it’s critical, can be tough for managers, and it’s just as challenging for employees to hear.

But when managers recognize and avoid common mistakes, these discussions become more clear, fair and productive. Because that’s the real goal - helping employees grow and actually perform at their best.

To make sure you feel prepared going into performance reviews, below are 10 common mistakes managers make and how to avoid them - plus, I’ve got even more tips for you in the video. 

1. Giving Vague Feedback

Saying, “Your performance is below expectations,” without specifics, doesn’t help an employee know what you're talking about, or what they need to do to improve. Instead, give clear, objective feedback so they know what's expected of them, and where they can get your support:

Better Approach: “We expect 25 outbound calls per day and three live appointments, which should often lead to at least two sales per week. You’ve only been making 10 calls per day, which has meant fewer meetings and inconsistent sales. It's up to you to make sure you're doing the activity, but together, let’s go through your sales script together and see if there are any areas that could improve your approach.”

2. Trying to Be Too "Nice"

Managers often avoid tough conversations because they don’t want to hurt feelings. But sugarcoating or watering down feedback only creates mud - meaning, it confuses employees and gets in the way of actual understanding and growth.

Better Approach: “My job is to highlight the good things you're doing, and also help point out areas that could use improvement. Here’s what I’m seeing, and here’s how we can address it together.”

3. "Surprise!" Bringing Issues Up Out of Nowhere

If performance concerns haven’t been mentioned before a formal review, bringing them up now is likely to make your team members more defensive than receptive.

Better Approach: Provide ongoing feedback. “I wanted to check in on something I've noticed that I meant to point out before. Let’s talk about it and how you could adjust moving forward.”

4. Comparing Them to Other People

Telling someone, “Let me tell you how [Name] does it,” generally isn't helpful - it breeds resentment and unhealthy competition. Most teams need less of that, not more.

Better Approach: Focus on their individual performance: “This is what we'd expect, but this is what you've been doing.”

5. Passing the Buck to Someone Else

Passing off criticism as someone else’s issue (“[Leader] told me they think your work is slipping” or "I keep hearing that you...") makes employees focus more on conversations happening behind their back, than the actual feedback. And it makes it seem like you don’t stand by it.

Better Approach: Own it. “I’ve noticed [X] and want to work with you on [Y].”

6. Getting Too Personal

When you actually observe issues, don’t automatically assume that an employee’s personal life is to blame (“Is everything okay at home?”). That can feel intrusive and inappropriate.

Better Approach: Stick to observable behavior: "You've been running late to recent meetings and have made several mistakes, which isn't like your regular work. Let's discuss what's going on and what we can do to address it." The first step is making sure they're aware and talking about what you've actually observed, in a way that shows you care. If something personal is at play, they’ll share if they’re comfortable.

7. Assuming You Have All the Information

You may think you know, but nothing erodes trust faster than giving feedback based on incorrect information (or assumptions).

Better Approach: Double-check reports and performance metrics before you give the feedback, and ask questions. If they bring up other information, talk about it. “This is what I've noticed, but I want to hear your perspective - I don’t want to make any assumptions. The goal is to find a solution, even if that means looking beyond just us to address it." For instance, if an employee is late on finishing something, they might be waiting on others for information to complete it. They may also need help on how to reach out to you or others to move things forward (especially if they're waiting on a senior leader or someone outside the organization). A conversation can help solve that long-term, rather than just dinging them on their review.

8. Holding Employees to Different Standards

If similar mistakes are handled differently among employees, it can understandably feel unfair. Make sure that any variations in feedback are based on reasonable performance expectations, not personal preferences. As I mention in the video, a performance review isn’t the place to "push someone out" just because they're not your favorite.

Better Approach: Ask yourself, “Would I react the same way if someone else did this?” 

9. Not Following Up

One conversation won’t create lasting change. Just like you wouldn’t wait until someone’s last day to share what you appreciate about them (a topic for another blog!), feedback shouldn’t be dropped off like a newspaper on the driveway and left at that. Keep the conversation going.

Better Approach: Schedule regular check-ins. “I’m incorporating this feedback and next steps into our upcoming 1:1s so we can track progress, keep up the conversation and make sure you have the support you need.”

10. Not Addressing It At All

Hoping a problem just sorts itself out? That's common. But it doesn't tend to work out the way you're hoping - it just looks like you're okay with poor results or behavior. And the same thing happens when good work goes unnoticed - people start feeling unappreciated and question whether they should care so much.

Better Approach: Address both concerns and wins in the moment.

- For constructive feedback: “I want to show you something I noticed - we can talk it now and more about it in our next 1:1 so I can give examples and make sure you understand what we're looking for.”

- For positive feedback: “I want to take a second to thank you for what you did on [Insert] - it [Impact].”

Making feedback (both the tough stuff and the praise) a regular part of conversations keeps expectations clear, helps your team grow and makes sure no one feels like their efforts are invisible.

Feedback Doesn't Have to Be So Stressful

What makes a strong "feedback culture" that makes performance reviews easier and better? It’s about consistently recognizing and communicating with employees about their performance - not just once a year, but as an ongoing habit. And that skill doesn’t just magically appear - managers need to build it.

If your managers could use some support, our Performance Management Toolkit includes templates, talking points, and resources so HR teams can teach them how to navigate these conversations with confidence. Want hands-on practice? We also offer customized group roleplay trainings where managers can refine their approach in real time.

Give your managers the tools and experience they need to make performance conversations smoother, more impactful and less stressful for everyone - it’s an investment that benefits the entire organization.