Even though our R&D center was small (what we’d call a boutique firm today) we still had an annual performance process in place.
I was tasked with running the first performance reviews for my team. The responsibility felt enormous. Every decision I made could directly affect motivation, engagement and trust across all levels. I knew I had to put aside any personal biases and ensure fairness in my evaluations, but I quickly realized that doing this well takes more than just filling out forms.
Completing performance forms, aligning with HR and following processes felt heavy at times. But I discovered a secret weapon: the notes from my 1-1 sessions throughout the year. Thank God I enjoy taking notes! Being able to refer back to specific conversations allowed me to give meaningful, evidence-based feedback rather than relying on memory or assumptions.
Imposter syndrome was also hard to ignore. I constantly asked myself: What qualifies me to evaluate others? Am I doing this right? To navigate this, I leaned on my manager for guidance and support. I learned an important lesson: even as a leader, it’s okay to ask for help, admit what you don’t know and do things you’ve never done before.
Performance reviews aren’t about me or how comfortable I feel; they’re about helping others grow, recognizing their contributions and creating an environment where they can thrive.
This experience taught me that leadership is a constant learning process. You need humility, preparation and a willingness to ask for help. If you get it right, the impact on your team is immediate and lasting.
P.S.: Don’t wait for the formal performance review to give feedback. Share it regularly! And remember: positive feedback matters just as much as constructive feedback. I used to overlook or downplay it, focusing only on areas to improve. But recognizing and celebrating good work truly makes a difference!