Blog Performance Reviews Part 2: Turning Performance Reviews Into Career Discussions Share This post is the second in a three-part series on how leaders can manage performance reviews that strengthen development, clarify expectations, and support organizational performance. Read part one here. Think paperwork was the hardest part of the performance review? Think again. Most people zero in on the number on the page. It’s human nature. But obsessing over the “grade” often gets in the way of the conversation that should really be happening: a forward-looking discussion about the experiences an employee needs to grow and how their goals fit into the broader organization. Threading the needs between past performance (which does need airtime during the conversation) and the future takes finesse. In this blog, we’ll outline how leaders can steer review conversations in a productive direction. Building a Clear View of the Talent Landscape A forward-looking conversation only works when both sides share a clear view of the executive’s standing in the organization. This step is often glossed over, which is why so many career conversations feel vague or leave people with unclear expectations. Before talking about the future, it helps to level-set on the landscape around the executive: How peers and senior leaders perceive them Where they sit relative to others in similar roles How the team or organization is expected to evolve over the next few years How strategic priorities will influence future opportunities Putting this context on the table grounds the conversation in reality. It keeps the discussion honest and makes sure your guidance matches how things actually work inside the organization. Connecting Current Responsibilities to Future Roles When the context is clear, leaders can start to map how today’s responsibilities set the stage for future roles. A career discussion works best when it translates the executive’s current role into forward momentum. Many executives understand what they do well, but fewer see how their experiences position them for larger responsibilities. Leaders can help make those connections. This means articulating: What the executive’s current responsibilities are teaching them Why those experiences matter for broader leadership How their approach to work is shaping long-term readiness This framing shows the executive how their experiences translate into broader leadership potential. Using “Micro-Roles” to Accelerate Development Many employees look to promotions as the primary marker of progress. A leader’s job in the career discussion is to widen the aperture and show how growth often can happen outside a formal title change. Short, high-stakes assignments (or “micro-experiences”) that give someone exposure, experience under pressure, or an expanded scope can drive momentum towards a role change. Examples include: Presenting to senior leadership or the board Leading a cross-functional working group Managing a sensitive stakeholder issue Running a pivotal meeting or strategic review Framing these “micro-experiences” as deliberate developmental steps helps people stay engaged even when a promotion isn’t yet on the table. Aligning Aspirations With Organizational Reality When people talk about their career goals, they’re usually sharing what they hope to do next. But whether their aspirations align with what the organization can support is often a different story. A leader’s job is to help close that gap. A productive discussion acknowledges: What the executive wants to pursue What the company will likely need What experiences would make the executive competitive for those opportunities This keeps the conversation centered on the operating realities of the company, helps avoid false expectations, and gives the person a clear sense of what’s actually possible. Setting a Clear Development Agenda You’ve gotten through the hard part, but it’s important to end the conversation with clear next steps, including a short list of priorities for the year ahead. These priorities help turn a wide-ranging conversation into something concrete and, more importantly, actionable. They help the executive understand where to focus their energy, where to stretch, and where they may need to rein themselves in. The development agenda shows how their work in the year ahead connects directly to their growth and the organization’s goals. In Part Three, we’ll turn to the less fun part of the review cycle: how to manage performance issues and reset expectations when someone isn’t hitting the mark.