Introduction: The Problem with Surprise Reviews

From then on, I made a promise to myself and my team: No surprises. Not for me, and definitely not for the people I lead. I built a system designed to make reviews almost boring—predictable in the best way. Dozens of touchpoints, structured prep, honest mutual reflection. The result? People walked out of reviews clear-eyed and confident. Promotions became the next logical step, not a shot in the dark. Feedback stopped feeling like a grenade and started serving as a tool for shared growth.

This is my playbook for the no-surprise performance review—a leadership standard that shifts feedback from a source of anxiety to a foundation for trust.

Think about it like regular maintenance on a high-performance engine: tackle issues as they arise, rather than waiting for a breakdown. That’s how you keep things running smoothly—and avoid those costly, disruptive surprises when review time rolls around.

Principle #1: Proactive 1-on-1s—Catching Drift Early

Let’s slow down here, because this part is non-negotiable. The backbone of any no-surprise culture is the humble 1-on-1. But don’t confuse these for routine status updates—they’re so much more. Done right, 1-on-1s act as early warning systems. They’re where you catch drift before it turns into real distance.

In my experience, the best 1-on-1s aren’t just about ticking off deliverables. They’re about dynamics—understanding shifting priorities, surfacing frustrations before they boil over, and giving space for aspirations that might otherwise go unspoken. Issues can simmer quietly until they erupt at review time—a scenario every manager should be working to prevent.

Regular, intentional conversations like these do more than foster transparency—they signal care. They show your reports that you’re invested not only in what they produce but also in where they’re headed and how they’re feeling along the way.

If you’re looking to further elevate your approach to these critical meetings, transforming your 1:1 meetings into intentional growth conversations can make every touchpoint more meaningful for both you and your team.

Principle #2: Seizing Key Moments for Alignment

It’s not just about those weekly meetings. Every team hits inflection points—big launches, tough quarters, sudden org changes. These moments are goldmines for alignment if you pay attention.

After milestones or challenges, I always paused to ask: “How did that go for you?” It sounds simple, but those informal debriefs have surfaced wins I hadn’t noticed—and tensions I might have missed entirely. Sometimes it was someone feeling their contributions slipped under the radar; other times, unresolved friction between teammates that could’ve quietly hardened into resentment.

Here’s an example: After one particularly brutal product cycle, we gathered for a quick debrief. Metrics were strong on paper, but several folks admitted feeling burnt out and undervalued. We tackled those feelings immediately—not months later in a formal review—which boosted morale and set clear expectations for the next cycle.

The temptation is always there to push forward in the name of momentum. But taking time for alignment—especially after significant events—pays off in spades. People feel seen and heard, and you create trust that sticks when review season comes around.

The temptation is always there to push forward in the name of momentum. But taking time for alignment—especially after significant events—pays off in spades. People feel seen and heard, and you create trust that sticks when review season comes around.

Pulse checks work well here. Even a quick anonymous survey or an open roundtable can surface concerns before they become entrenched problems.

For engineering leaders looking to build resilience through change and keep alignment strong during transitions, the Change Resilience Playbook for Engineering Leaders offers practical strategies you can implement right away.

Principle #3: Focusing on Growth and Aspirations Year-Round

Here’s where many managers drop the ball: Too often, performance management becomes all about outputs—what got shipped, what missed the mark—and ignores growth entirely. Then, during reviews, aspirations come out as regrets: “I was hoping for more.” At that point? It’s already too late.

I made it a point early on to keep growth front and center all year long—not as an afterthought when review season rolled around. Whether someone wanted a promotion, a scope change, or just the chance to build new skills, we talked about it regularly. And I meant it—we revisited those goals in our 1-on-1s and after big milestones alike.

One engineer told me they wanted to move toward technical leadership. We set clear interim goals and checked in every few months. So when their review came up? There were no surprises—just an honest record of steady progress (or setbacks) that belonged to both of us.

Making space for these conversations turns reviews into logical summaries of what’s already been discussed—not nerve-wracking mysteries.

The research backs this up: Gallup found that 80% of employees who received meaningful feedback in the past week were fully engaged at work. That engagement soars when managers actively support development: without it, employees may lack confidence or direction to pursue growth, leading them to stall out or look elsewhere.

Some teams find success with personal development plans (PDPs) revisited quarterly. A little structure goes a long way in making sure aspirations stay on the radar instead of gathering dust until next year.

If you want to strengthen your team’s feedback culture so growth stays at the center year-round, consider these proven steps for building a culture of feedback that drives trust and development across your engineering org.

Principle #4: Structured Preparation—Making Reviews Boring (in a Good Way)

If there’s one truth I’ve learned as a leader: you simply can’t wing someone’s year. Performance reviews demand rigor—honest feedback grounded in evidence, not memory or vibes.

Before any review discussion, I pull together everything: project outcomes, peer input, notes from our 1-on-1s, even my report’s self-reflections. This level of structure does two things—it grounds the conversation in reality (not just whatever comes to mind that day) and builds fairness by drawing from multiple sources instead of relying solely on my perspective.

On occasions when I skipped this step—and yes, I’ve been guilty—the reviews felt vague and aimless. Both sides left frustrated or unsure of what actually mattered. But when I invested in solid preparation? Conversations became actionable and clear. Both manager and report could trust the process because it was transparent and anchored in real evidence.

It might sound dull—but here, boring is beautiful. Predictability isn’t just safe; it’s empowering. People know what’s coming, where they stand, and leave with confidence instead of confusion or dread.

This isn’t about comfort alone—it’s also about fairness: because criteria for evaluation are often vague and open-ended, bias can creep in far too easily. Structured preparation provides clarity and ensures performance assessments are rooted in observable reality—not subjective recollection or stereotype.

A standardized template helps here—a rubric covering core competencies, recent achievements, growth areas, and future goals keeps everyone aligned and ensures consistency across your team.

For leaders seeking to master feedback across all directions—not just downward but also upward and sideways—exploring feedback strategies for managers, peers, and reports can further anchor your preparation process with actionable techniques.

Principle #5: Mutual Reflection—Clarity for Both Sides

The best performance reviews are two-sided conversations—not monologues or interrogations. That’s why I always ask my reports to reflect ahead of time:

• What are you most proud of?
• Where did you grow?
• What do you want to approach differently next time?

This isn’t busywork; it’s critical mutual preparation. When people come into reviews with self-awareness and candor, there’s nothing left to ambush them with. It also opens the door for healthy disagreement or clarification; sometimes what someone values most about their year isn’t what stands out most to me as their manager.

Mutual reflection builds ownership—of both strengths and growth areas—and takes the sting out of feedback. When each side brings examples and insights to the table, feedback shifts from being a “gotcha” moment to an honest conversation about where to go next.

I’ve found written reflections especially valuable—people often go deeper in writing than they do off-the-cuff in conversation. It’s amazing what surfaces when you give someone space (and time) to process their own journey before sitting down together.

The magic here is clarity—on both sides of the table. As managers, we get deeper insight into ambitions and pain points; as reports, people see how their daily work connects to bigger goals—and where they can stretch next.

If you want practical ideas to sharpen your feedback culture even further—and learn how effective feedback can transform team trust—check out this guide on improving your feedback culture for actionable takeaways.

Conclusion: Making No-Surprise Performance Reviews Your Leadership Standard

At its heart, the no-surprise review isn’t just about process—it’s about respect. Respect for your people’s intelligence, effort, ambition—and ultimately for your partnership together.

You don’t need radical reinvention to get here; you need consistency:

• Proactive 1-on-1s that catch drift early,
• Using key moments as realignment checkpoints,
• Keeping growth on the agenda all year,
• Preparing rigorously (not just showing up),
• And inviting mutual reflection so there are no hidden cards on the table.

The payoff? Teams walk away from reviews with clarity instead of confusion; promotions feel earned rather than arbitrary; feedback becomes fuel for growth instead of an emotional landmine.

Ask yourself honestly: What would change if your next performance review contained zero surprises—for you or your reports? What systems could you start building today to make that your new normal?

a performance review should be the summary—not the source—of your feedback, goals, and growth

Embracing this approach takes leadership courage—the kind that prioritizes transparency and invests deeply in trust. As you reflect on your own leadership journey, consider this: even small shifts today can build your team’s confidence tomorrow. The opportunity to create a culture of clarity is always within reach—starting with your very next conversation.