Beth Collier has spent 20 years helping leaders and teams communicate better - because let’s face it, bad communication makes work (and life) harder. With a mix of corporate experience, sharp insights, and plenty of energy, she turns complex ideas into practical advice. In this interview, she shares how to make annual reviews more meaningful and less of a dreaded checkbox exercise.
1. Annual reviews often feel like formalities rather than valuable discussions. How can organizations reframe their purpose to make them more meaningful and engaging?
Annual reviews feel like a formality when they’re the only structured feedback employees receive all year. To make them more meaningful, organizations must engage managers and help them understand the value they can bring.
Managers should reflect on past performance, and then focus on the future. What skills does the employee need to develop? What are their career goals? How can the manager support their growth?
For annual reviews to be impactful, they must be treated as opportunities for learning and connection – not a box to check.
2. What are the most common communication mistakes managers make during performance reviews, and how can they avoid them?
The success – or failure – of a performance review depends on a manager’s ability to communicate effectively. Unfortunately, managers often aren’t equipped or supported in this area.
One common mistake is not being honest. To avoid difficult conversations, managers may sugarcoat or downplay key messages. But that doesn’t help employees grow. If someone needs to start (or stop) doing something to be successful, they deserve to know.
Another mistake is being vague. General feedback like “Great job” or “You need to improve” isn’t helpful without specific details. Instead, managers should pinpoint exactly what the employee did well – such as how they solved a client’s problem – or what needs improvement, like a lack of organization that caused delays and increased costs.
Finally, delaying feedback is another common mistake. Some managers hold back their input until the annual review, leaving employees surprised (and frustrated) by issues they could have addressed earlier. Ideally, performance reviews should reinforce an ongoing dialogue, not introduce new issues.
For performance reviews to be effective, managers must ensure their feedback is honest, specific, and timely.
3. Many employees feel reviews are one-sided and disconnected from their career development. How can leaders turn them into real two-way conversations that drive growth?
Leaders can start with curiosity. They can ask employees about their achievements, challenges, and development goals.
This gives them the opportunity to understand what employees enjoy, where they see their strengths, and how they want to grow.
By asking these questions, leaders shift the conversation from judgment and evaluation to support and growth, creating a more meaningful dialogue.
At the same time, employees need to take an active role in their development. They should spend time reflecting on their performance – and communicate their achievements and goals.
The employee can’t sit back and wait for opportunities to fall in their lap. As I often tell people I coach, “No one will work as hard for you as YOU will. You have to be your own best advocate.”
4. Difficult feedback is inevitable. What are the key principles for delivering it in a way that is both constructive and motivating?
People say feedback is a gift, and I like to add, “…one you can’t exchange or return.”
But if someone isn’t meeting expectations or lacks critical skills, it is a gift to tell them. They are unlikely to fix something if they don’t know it’s broken.
Managers should approach feedback as an opportunity to help employees grow. Make it clear that you’re sharing it because you believe in their potential and want to support their success.
Be clear, be specific, and be supportive.
5. If you could redesign the way companies handle performance reviews, what would you change to make them truly effective?
First of all, I’d communicate the purpose of the reviews. Employees and managers need to be clear on this – as well as their roles and responsibilities.
Second, I’d refine the process and make feedback part of continuous conversations, not just an annual review.
And finally, and perhaps most importantly, I’d invest in training and support for leaders. Most managers want to handle performance reviews well, but they simply may not have the right training or support.
If managers are expected to coach and support their employees, they need the same in return. Companies should communicate clear expectations, provide specific guidance, and invest in ongoing development to help their managers succeed.
