Meaningful conversations during the Performance Review

Guide to Line Managers

The purpose of the performance review process is designed to assess and identify opportunities for improvement in individual performance, align each team member’s job goals with organisational objectives, and deliver constructive feedback to encourage professional development and stronger results.

A good performance and results review process is a valuable tool to foster individual growth, improve process efficiency and effectiveness, and strengthen team members' commitment to organisational values and strategic goals. As Line Manager, you play a key role in preparing for conversations with your team that can be both meaningful and inspiring experiences.

Next actions aim to help you as Line Manager  to guide a structured and powerful conversation that build and strengthen connections with your team, drive development and motivation, recognize success, align expectations, and establish clear and achievable commitments.  

🧩 Before the meeting

Preparing in advance for the session with your staff member is the first step to creating a safe, reliable, and meaningful space. Getting to know each team member personally and professionally helps build a relationship of trust and mutual respect, which is an essential responsibility for every line manager.

1. Schedule the meeting with each member of your team at least one week in advance and ask them to complete their self-appraisal and update goals at least 2–3 days before the session.
2. Read their self-appraisal, review their goals, and take notes of your observations by identifying at least two strengths and one or two challenges during the year.
3. Gather Supporting information by look over any additional materials such as notes from previous 1:1 conversations, or feedback from stakeholders, project progress reports, etc.; and capture points you consider relevant for the upcoming conversation.
4. Prepare 2–3 concrete examples of key situations in where you observed their behaviour or results to highlight during the conversation. Facts, dates and results are useful to give constructive feedback and recognize achievements.
5. Prepare powerful questions that invite self-reflection and deepen the conversation around performance and continuous improvement. Get extra inspiration in the article A Leader’s Guide to Asking Better Open-Ended Questions of Employees.
6. Consider the resources and support you could offer based on the review outcome, for example: training, time off, mentoring or reprioritisation.

🧩 During the meeting

The 1:1 conversation is a valuable opportunity to strengthen your bond with team members, understand their individual needs and interests, and recognise common elements within your team that highlight success factors and areas for improvement, al of which contribute to build a high-performance team. 

A performance review conversation should include space to express and clarify job expectations and objectives, review progress against agreed goals, recognise and appreciate work and effort, provide useful constructive feedback, and offer support and wellbeing measures to help improve performance and results.

1. Start the meeting by creating a safe, open, and honest environment for dialogue. Present the agenda and clearly explain what you expect to achieve from the conversation, including the review of goals and agreement on next steps.
2. For some, this maybe the first performance review, or their 100th, or their last. So, its important to check in with them before kicking off the review, to understand how they are joining the discussion, how they are feeling in general about their time in the WSB and what they can expect as part of this conversation.
3. Use clear and straightforward language. Avoid metaphors, lengthy self-reflections, comparisons, and complex wording.
4. Keep in mind that the staff member should lead the conversation about their self-appraisal; as a line manager your role is to facilitate the reflection, ask probing questions and help them focus. Consider their overall performance level when tailoring your questions and support, since different levels require different approaches to ensure the discussion remains productive and results in agreed actions.

 Use this simple guide provided to focus your approach.

5. Empower the team member to guide this process, asking them to go through each goal, reading their assessment and comments, before adding your own input or opening a wider discussion related to the process or focus of the specific goals. Ask questions to clarify and use your notes to emphasise important observations.
6. Allow the conversation to flow naturally. Prioritise listening and asking questions over speaking. Avoid monologues and instead use open-ended questions to encourage deeper reflection.
7. Talk about challenges and achievements. Use the examples you prepared, explore root causes, and offer constructive feedback that encourages reflection and continuous improvement and recognition. For additional guidance, see other tools like  How to guide: Effective Performance Feedback and How to guide: Constructive Feedback.
8. Encourage your staff member to think strategically about their performance and potential by exploring the value of their work in achieving goals and their contribution to the organizational goals and culture.
9. Invite your staff member to propose improvement actions. Offer some ideas and support where helpful, and jointly identify at least two or three actions to incorporate into goal planning for the next period.
10. If the staff member is performing below expectations, inform them that a Performance Improvement Plan (PIP) will be required. Explain that this will be addressed in another specific session separately.
11. Create space to talk about the leader-staff relationship. Ask for feedback on your leadership style, listen carefully, and identify their preferences. Establish agreements on work methods, communication, and interpersonal relations.
12. Clearly state your expectations regarding results and behavior. Explain what you expect to see and achieved in the next cycle or period so the staff member has a clearer vision of their goals.
13. End the meeting by outlining them of the next steps in the process and offering to follow up on any elements that require further discussion. 

🧩 After the meeting

1. Review your notes, comments, and reflections from the 1:1 meeting.
2. Complete the evaluation process in the system according to the guidelines in How to guide: Multi-rater Annual Performance Review.
3. Ensure all the relevant elements from the conversation, including agreements and planned actions, are clearly reflected in your evaluation and comments.
4. If specific agreements were reached related to training, support, or other topics, send a summary email to the staff member confirming next steps for implementation.
5. For staff member with low performance, schedule a follow-up meeting to formulate the performance Improvement Plan (PIP) no later than one month after the performance review.
6. Document, report, or contact other stakeholders as agreed to ensure the accountability, fulfilments and follow-up of the commitments.

Finally, remember that as a line manager your work doesn’t end when the meeting finishes. The real impact comes from consistent follow-up. Use this guide as your roadmap: prepare with care, listen with curiosity, agree on clear actions, and track progress with regular check-ins. 

When you close the loop, you turn a performance conversation into a real development moment for the individual and the team. 💟