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hey we're Stephen and Jacob the co-founders of exponent today we're going to do a simulated performance review performance reviews can be challenging conversations for employees because you may not know what to expect performance reviews can result in either meets expectations conversations exceeds expectations conversations or in some cases not meeting expectations and we'll try to talk about two of the key scenarios of one case where you're meeting expectations for the role and one case where you're not meeting expectations for the role in these simulated conversations Jacob will be playing my manager and he'll be giving me a simulated performance review and then I'll show you how I might address and respond to those performance reviews hey Jacob Hey Stephen um yeah so I wanted to just set up this time to sort of go over the results of the performance review that we did over the past month and just sort of uh yeah get into it let you know how things went okay great yeah um so first of all um yeah so your overall rating was meets expectations um so this means that you're uh you know performing your job really well you're uh you know doing your work up to the standards of the team but there are a couple areas of improvement and things that we think um you could be doing a little bit better over the next year um especially if you want to kind of get up to the next level um and uh yeah keep moving keep moving up um God I I just to jump in I'm really um happy to hear that I'm meeting expectations but there's also a part of me that um would love to really you know get promoted and kind of level up in the organization and so I'd love to kind of hear how I how I could do that but yeah please go ahead with your your feedback yeah yeah totally and yeah to be clear I mean this is like a good rating um this means like you know you're doing everything right um and uh yeah I think we we've got just a couple of things to go through um here both on the positive side and on the constructive side and everything so yeah I'll just jump into it um on the positive side um quality of execution so everyone um all your peers everyone who's sort of gave some reviews um agreed that you're like really executing the projects that are given to you at a really high level of quality so people um you know really agreed that you know when a project or task gets assigned to you everyone sort of anticipates and knows that like you know Steven's gonna knock it out of the park and you know take ownership and execute on that really well um Project X was a great example of this um that went really well and everyone thought that um Not only was it you know sort of delivered on time but the quality was there and you took a lot of ownership over seeing it from end to end so I thought that was great thanks for sharing that yeah um do you want to move on to the constructive side or do you have any other thoughts or well I I was curious I'm really curious to hear the constructive side too but I I know on Project y execution was a little slower overall and I was curious if you thought that um there was anything I could have done better to execute more effectively on that project or um I I know it was like the cross-functional team that's kind of slowing us down in a lot of ways but um I also don't want to like blame that team so I'm kind of curious how you think I should have handled that or if there's any feedback you have with regards to execution on that aspect yeah no I mean that that happens from time to time blockers emerge and sometimes it's sort of out of your control I thought you did a great job despite all of that dealing with the dealing with the situation and you know communicating with the other team and keeping everyone up to date so yeah I know I think overall quality of execution was was great great okay um but yeah moving on to sort of the constructive side yeah one one sort of pattern that came up was um thinking about sort of the scope of impact that you're having so even even though you're you're having a really solid impact within kind of your own work um one of the things we sort of expect to see for more senior Engineers is thinking about the collaboration outside of your project and and ways to sort of level up other people on your team too so for example as like you know with Project X like you you built a lot of tooling and did a lot of work within your project to sort of you know make sure that that worked out but um it would have been awesome I think if you had maybe shared some of the learnings or even sort of like built some of the Tooling in a way that other people could reuse on the team and sort of helped share those learnings with everyone else so they could um you know use the work you did as well got it so what I'm hearing is that maybe it was effective in kind of operationally executing on that project but um maybe not so much in the aspect of sharing my learnings with the team and kind of spreading the knowledge so that other people could use it for their purposes basically yeah exactly and happy to sort of brainstorm with you and think about ways we could do that going forward in terms of maybe setting up maybe meetings where you can share knowledge or you know sort of hand off information to people and things like that to sort of make sure everyone else is learning too yeah totally I would be really curious too to just learn best practices with that like I think I I remember struggling a little bit with knowing how to share that knowledge and I would just love if you have like resources or ways that I could get better at that because that's something that I know that's really important for me in my um career in career growth and I know um that's kind of what I see really senior Managers generally effectively um so yeah I I don't know if you have any tips now or later that you can share with me to help me get better at that yeah no I think it's it's definitely a good thing to think about and we can we can make it sort of a recurring topic and it's something I'm sort of encouraging around the whole team and um so yeah I think uh we'll we'll sort of maybe create some opportunities where everyone can sort of share what they're working on and uh and make that happen okay cool that's really helpful thanks for sharing all that I I know in the beginning of this conversation um you mentioned kind of like performance and all that kind of stuff and I would love to maybe just have more regular conversations with you to make sure that I'm on track to kind of um yeah continue to improve my performance I'm a performance is really important to me and contributing the company is really important to me so um yeah both like excited to hear that I'm meeting expectations and also would love to find ways to you know perform even better too yeah yeah awesome um yeah absolutely happy to have conversations whenever um we can talk about it more regularly in our one-on-one um but yeah my hope is that you know the feedback we do here is not like a surprise at any point and we keep that kind of like open Channel going okay so yeah like that was a really um I think a really smooth conversation in terms of how that went and obviously there's a little scope down like they're probably a little bit more to talk about if we were fully doing a performance review I think some things that I was trying to do in that conversation was um both receiving uh and asking about positive feedback I think that's something that a lot of people don't do in these conversations they sort of just skip over the positive feedback go straight to constructive feedback because that's what people are most nervous about but um it's important to kind of dig into both of those to understand what are your strengths and what are your weaknesses um and then with the constructive feedback I just really tried to actively listen so I tried to replay back to Jacob what I had heard sometimes especially for me when I received um constructive feedback that's a little hard to hear it sometimes it's a little hard to register it sometimes it takes that extra beat to kind of say okay like I think this is what I got is that right um and sort of just really registering it because it can be kind of an emotional conversation um and I would just add that it's okay for you to feel a little bit bad after the conversation after hearing some of the constructive feedback I think that's totally natural and normal um and yeah after I kind of replayed it back to him we dug into it a little bit more and I got a little more curious about why is it that way or you know how can I improve and I think that curiosity is a really important element to bring to these conversations and then lastly just closing out with uh zooming out to your career goals and I think you and your manager one of the biggest things that you can work on together are your career goals and so I wanted to Anchor it back on the conversation around hey how can I actually you know exceed my expectations how can I hit really high performance goals so now we're going to have a conversation where I will be not um so performant and I'll be needing improvements and needing uh some little extra help and there'll be more constructive feedback and so we'll simulate that conversation and how to handle that now hey Jacob Hey Stephen um yeah so I just wanted to set up this time and sort of go over your performance review I wanted to share some positive feedback and some constructive feedback as well and um yeah we'd love to kind of hear your thoughts as we're going through and and make sure we're on the same page um so overall uh your rating was needs Improvement and so what this means is that you know you're performing your job getting your work done but we're really hoping to see a little bit more when it comes to the work that you're doing and sort of moving forward trying to get you up to that level of like meeting or even exceeding expectations next year um not meant to make you feel bad or anything like that but just wanted to share some of the honest feedback that we've sort of received and that I've noticed too um and yeah so I'll start with the positive side um uh everyone thought when it comes to like mentorship um Stephen was like a really valuable member of the team and and everyone remarks like how helpful you are and how much you sort of openly communicate with everyone and lend a hand on things even when it's not like something that you're involved in or project that you're working on so that was really really awesome and I think everyone um yeah encourage that and and loves to see that um yeah any any reactions there before I go on um well no thanks for sharing that I'm I'm uh bummed to kind of hear that I didn't meet expectations um that I haven't been performing really well um I admittedly like I'd love to maybe jump into the areas that the feedback that I could improve on so that I can understand it a little bit better um yeah and it's really important to me to make sure I I kind of meet those expectations yeah yeah totally um okay well yeah let's jump into that on on sort of the constructive side um one one sort of theme that came up in in some of the feedback that um that your peers submitted was um it's not always clear on the communication side um it's it's not always clear when projects are going to be done um and so um it's not necessarily about like the velocity or whether you know when things are happening and that sort of stuff but um uh but Project X was sort of one example where um you know it slipped past the deadline and you know that's okay but um people on the team didn't really understand why or didn't have really a status update on kind of where it was and didn't realize there were some of these blockers that came up and got communicated after the fact um so yeah that's just the general area of improvement that I that I think you could you could work on going forward um just in terms of you know giving those more regular status updates communicating proactively with people instead of waiting for people to sort of come to you and ask for ask for things um does that make sense yeah I think that makes sense and looking back at the project you can definitely see how you know I can really own up to that mistake like I remember and I kind of anticipated that communication was something that would come up I know you had mentioned it wow the project was happening as well um and yeah I think that is something that I I kind of struggle with so I'd love to maybe understand a little bit more I know you're mentioning kind of like communicating blockers was one part of it is there are there other themes of communication you're noticing that I could work on or use improvement with is it mostly about like project management communication or anything else um yeah it's a it's a little bit hard for me to say or be curious kind of what what you think as well but um yeah it seems like maybe mentioning blockers beforehand would would have been helpful in that case um but in some other cases maybe it seems like maybe you're getting a little bit stuck and waiting a while to ask for help from other people too so I think maybe even just you know even if you feel a little uncomfortable sort of flagging that ahead of time so that you know people on the team can can jump in and help out or we could see if we need to get someone else's help from another team as well got it okay yeah that's a really helpful piece of feedback I think I have been kind of nervous to ask people on the team for things because I didn't want to bother them but it's helpful to know that maybe it's better to actually Oscar your you'd be looking for that to help my performance yeah totally um one other thing I wanted to flag and this is not like a big thing but there were a couple of instances this past year where um you delivered a project and it was sort of uh missing a requirement or there were some bugs in it and you know that happens all the time but again sort of um sort of communicating and taking that ownership really over um things when they go wrong would be really helpful going forward um in in one instance after a Project X you know there was that one bug that um kind of went unnoticed for a while and I think going forward would be awesome if you could sort of um you know be a little more proactive and try to take ownership over those things so that when they do come up um you can help people sort of fix the issues that are happening got it got it so more proactivity around the areas where um maybe there are things that I know are issues with what I've been creating yeah exactly got it okay that makes a lot of sense I I would be really curious um again to get like uh insights or feedback around how to do that more effectively um I think I I particularly kind of struggle with um doing that sometimes I don't know how the priority of things and the priority of bugs and so I love your help or maybe you know maybe I could take ownership of the priority if that's helpful going forward um but yeah that's that's really helpful feedback because I that wasn't quite on my radar yeah yeah totally and I think that's something we're working on as a team too in terms of like how to prioritize and and think about follow-up work and things like that um so yeah definitely if you have any process ideas or improvements that we could um that we could work on I think uh yeah definitely open ears to that too if we could help um kind of you know improve that generally across the team with everyone else too okay well yeah I guess um I'd love to maybe work with you I think it's really important to me to make sure I'm performing and to meet expectations is there a way we could work on a plan together or sort of like an approach where we could check in more frequently so that I can understand if I'm performing and if there's anything else that I can do to kind of make sure that I'm on track because I wouldn't want to be you know not meeting expectations for a long time yeah totally um yeah let's plan on this let's and you know in our next one-on-one let's kind of come up with a plan to sort of address some of these things I can help identify a few opportunities that I think you can really sort of demonstrate some of these these skills um and then we can go from there and I think I think we'll be we'll be back on track in no time okay cool thanks for the help yeah um cool well yeah like definitely a tougher conversation when you're not meeting expectations I think even in my kind of role play scenario or environment it was kind of challenging to um even hear the positive feedback and to kind of like listen to it um and so it's also okay if you do want to kind of speed through that or if you maybe you can say it up front too like hey I'm I'm bummed to hear that and things like that I think again I try to really just be curious and actively listen in this conversation um I try to articulate some of the areas where maybe I was having trouble with doing the thing that was required of me um but really the key Insight here is that this conversation is more about just receiving and taking in the feedback and later on is the conversation where you'll make the plan to actually improve on it and so then that's why I said to Jacob hey like you know can we make a plan and all that kind of stuff um depending on the circumstance you may also want to ask about um you know if it jeopardizes your risk of employment in any way or you know if there needs to be a conversation around like you know how much longer do I have to improve and things like that but if it's left open-ended like this it's usually not necessarily going to lead to that immediately and Jacob had the tone of kind of like Hey we're going to get you back on track which I think is a little bit more of a helpful tone in that conversation yeah just to add on to that I mean I think um yeah hearing constructive feedback is always uh can always be pretty difficult I thought Stephen did a great job of not getting super defensive about the feedback which is a really natural reaction to have um but just sort of openly listening to it and thinking about how to move forward and and improve over time um so yeah I think that's that's definitely the right approach even if you don't necessarily agree with the feedback there's probably some kernel of Truth there or you might find yourself hearing the same feedback repeatedly over a certain time so you might have some blind spots and even though it's not like a comfortable process to be receiving feedback from your manager it's like it's kind of a helpful learning opportunity both ways and um yeah I thought Stephen did a great job of sort of representing what that what that could look like I think at the end of the day um it's okay if you get emotional or it's okay if you feel bad about conversations like these they are tough conversations and so to things that you need just kind of like end the conversation gracefully and quickly and then process it in your own time if you'd like that and then usually later on those conversations can get a lot easier if you kind of revisit them even later that day or the next day too well I hope this was a helpful conversation to get you a little bit of insight into how performance reviews work at companies if you're enjoying this video be sure to like And subscribe we publish videos just like this every week here at our YouTube channel and at try exponent.com thank you [Music]