We’re headed into mid-year (or year-end) review season. And I’m writing this blog to encourage employees — and as a plea to managers — to engage in a more productive development conversation.
Too many times, while in Human Resources and now as a coach, I’ve had folks come to me with some piece of feedback that they’ve gotten in their review. Typically, they are shrugging their shoulders as they share it with me, finishing with, “What the heck am I supposed to do with that?!?!”
Some of the more common statements I’ve heard include:
- “You need to be more strategic. Get out of the weeds.”
- “You deliver results, but your burnout is starting to show.”
- “You need to learn to delegate.”
- “You’ve got to develop your leadership presence.”
If you’ve received feedback like this, you might have been thinking:
- “How do I become more strategic when I’m buried in the day-to-day?”
- “I’m doing my best to get it all done, but honestly? I’m exhausted.”
- “I know I need to delegate more… but to who? And how?”
- “How can I develop leadership presence when I’m not present in the room with the leaders I need to influence?”
Unfortunately, this kind of feedback is common. It’s also vague. And for seasoned professionals, it can be especially frustrating. You’re already operating at a high level, juggling complex demands, and doing your best to deliver.
So, let’s talk about what to do with it.
Step 1: Get Specific — don’t assume you know what your manager means
A great question to use here is some version of “what would it look like?”. This can be future framed and might sound something like:
- A year from now, what will it look like if I am effectively delegating?
- At my next review, what would you expect to be saying if I were behaving more strategically?
Step 2: Define Success Path — and calibrate it with your manager
Now that you know where you’re headed, lay out your path to get there. Take some time to answer these questions for yourself:
- What’s already working that I can build upon?
- How will I know if I am making progress toward this goal?
- What will others notice if I am doing this well?
Once you’ve mapped this out, it is helpful to share this with your manager to make sure that the two of you are aligned. It also creates an opportunity for you to periodically check in throughout the year to discuss the progress you are making and discuss areas that might be particularly challenging.
Step 3: Advocate for the Resources You Need to Get There
Growth doesn’t happen in a vacuum. Once you’re clear on the goal and the path, ask yourself:
- What can I deprioritize or delegate to make space to do this work?
- What support — mentorship, coaching, peer insight — might make this more doable?
- What do I need more of — access, training, tools?
Have a conversation with your manager to share your responses to these questions and work together to identify and enlist the resources needed.
Final Thoughts
A review can highlight areas for growth and development. If you’re getting signals that it’s time to step into a new way of showing up, don’t settle for vague feedback. Get specific. Create the plan. And, set yourself up for success by advocating for the necessary support.
While this blog was crafted for the recipient of the feedback, I’ve not forgotten the plea I made to managers at the beginning. You can use these same three steps as you prepare to give feedback. Be clear about the behaviors you are looking for. Share your thoughts on the path to get there. Come to the conversation with ideas on resources you can make available to assist the individual.
