Most performance reviews are a one-way mirror: the employee stands under the spotlight while the manager holds the clipboard. But what if we flipped the script and made reviews a two-way street? What if, alongside measuring individual performance, we also measured the quality of leadership employees receive?
Why does this matter? Because the number one reason employees quit isn’t pay; it’s a toxic or negative work environment. And the most common source of that toxicity? A direct manager or supervisor.
Most of us have worked for both great and terrible managers over the course of our careers. If we’re paying attention, both experiences can be invaluable, teaching us what to emulate and what to avoid when it’s our turn to lead.
The Limitations of Today’s Performance Reviews
Performance reviews are one of the most structured processes within any organization. There’s usually a set system, a timeline, and compliance tracking in place to ensure that every employee’s review is completed and filed. Goals are set, progress is measured, and achievements are cataloged.
But here’s what’s usually missing:
- The quality of feedback isn’t measured.
- The resonance of feedback—whether a supervisor’s advice truly lands with the employee—is ignored.
- 360-degree perspectives of performance are absent.
The “Manages Up, Fails Down” Problem
Many managers excel at “managing up” but fail to “manage down.” These leaders say all the right things to senior executives and maintain a polished reputation, but their direct reports get little connection, poor feedback, or even destructive interactions.
In these teams, trust erodes. Productivity drops as energy leaks into gossip and rework. People double-check each other’s efforts because no one is confident in the process. Drama replaces momentum.
Why Current Tools Miss the Mark
Employee engagement surveys are useful, but they’re too broad to capture the real issues within a team. A department may be “meeting engagement targets” on paper while employees quietly suffer under ineffective leadership.
True insight requires more than anonymous survey scores. It demands the right questions at the right moment, and a culture where people feel safe to answer honestly—without fear of retribution.
Turning Reviews Into a Two-Way Street
American economist W. Edwards Deming said, “Expect what you inspect.” In performance reviews, that means inspecting not only the employee’s work but also the quality of leadership they receive.
Imagine if, as part of the review sign-off, employees were asked to evaluate the review process and their supervisor’s effectiveness. For example:
Please rate your performance review (No / Somewhat / Yes):
- I was prepared to review my performance against goals and targets.
- My manager provided high-quality feedback on my performance.
- I agree with my manager’s observations about my achievements.
- My manager accurately assessed my skills and abilities.
- I am satisfied with my review and agree with the feedback.
- My review included peer or team feedback.
- I clearly understand my opportunities for improvement.
- I look forward to my next performance discussion.
- My review was consistent with daily feedback; there weren’t any surprises.
Please rate your supervisor in the following areas:
- How frequently do you engage with your direct supervisor? (Never / Daily / Weekly / Monthly / Quarterly / Randomly)
- How well does your supervisor support your technical needs?
- How well does your supervisor understand the processes of your role?
- How well does your supervisor support your overall well-being at work?
- Do you feel safe to share ideas, challenge others, and be challenged without fear of retribution?
- Is your supervisor present and engaged in the team’s most important work?
- Do you find your supervisor effective and impactful as a leader?
- Is there anything left unsaid that could help your supervisor be a better leader for you?
The Payoff
If we truly want effective managers in every department, we can’t rely solely on lagging indicators like turnover rates. We must track leading metrics that reveal the quality of engagement and connection, including:
- The frequency and quality of coaching sessions.
- Psychological safety levels within teams.
- Trends in peer and direct-report feedback.
When leaders get engagement, energy management, and empowerment right, the results quickly follow: lower attrition, higher retention, sustained high performance, and a stronger pipeline of internal candidates for future roles.
A real performance review doesn’t just look backward at what’s been done—it looks forward at what’s possible. And that means making the process a genuine two-way street.
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