As the ripple effect of both a government shutdown and looming recession affects the workforce, one thing remains constant: employees are seeking meaningful feedback and guidance. But the traditional performance review—often begrudged by both managers and their subordinates—feels unaligned with this new workplace reality.
LaToshia Norwood knows that reality well. The Houston-based entrepreneur went from unemployment to being named to the Inc. 5000 list for leading one of the nation’s fastest-growing businesses. Now, as the founder of Consulting and Coaching for Women CEOs, she’s helping women leaders scale sustainably—and rethink how they engage their teams through feedback and alignment.
“Managers need to shift from grading to guiding,” Norwood says. “Too often, reviews feel like a one-sided scorecard—or worse, like walking the plank. They should be framed as two-way strategy sessions that celebrate accomplishments, highlight growth opportunities, and set clear goals for the future.”
Norwood recommends encouraging employees to bring a “brag folder” of wins to every review. “That way,” she adds, “the review becomes a joint growth conversation—less about judgment, more about alignment and forward momentum.”
Ask Better Questions, Get Better Insight
According to Norwood, “the best questions invite storytelling and problem-solving.” Instead of asking, “How do you think you did?” she suggests trying prompts like:
“What accomplishment are you most proud of, and why?”
“What challenge stretched you the most, and how did you navigate it?”
“What’s one idea you’d implement if you had full authority tomorrow?”
Charlene Currie, President of MOR Consulting Group, agrees. “Ask, ‘What are you most proud of this year?’ or ‘Where do you want to grow and how can I support you?’” she says. “These questions move the conversation from checklist to coaching.”
Connect Ambition to Opportunity
In a labor market where millennials make up the largest share of the workforce, understanding career aspirations is directly tied to retention. Norwood suggests managers ask: “Where do you see yourself growing in the next 12–18 months, and what role do you see our company playing in that growth?”
“This not only surfaces ambitions but also signals whether an employee’s vision aligns with the company,” she says. “If there’s misalignment, leaders can proactively plan for transitions instead of being blindsided by turnover.”
Currie emphasizes that emotional honesty matters, too. “Ask how they feel, not just how they’re performing,” she advises. “Questions like, ‘Are you happy in your current role?’ or ‘What do you love about it?’ can surface both engagement and risk early.”
Make Feedback Go Both Ways
Feedback shouldn’t just flow down. Carol Dasaro, SVP of People & Operations at Hot Paper Lantern, says leaders should model vulnerability. “At the start of the conversation, tell your direct report you know some of what they say might be hard for you to hear—but your goal is to listen and understand,” she says.
Norwood agrees. “A manager might say, ‘One thing I’m working on is delegating more effectively—how have you experienced that this year?’” she explains. “When leaders show they can take feedback with humility, it builds trust and strengthens culture.”
Don’t Dodge the Compensation Question
Money discussions don’t have to be weird. “Compensation should be a welcomed conversation, not a taboo subject,” Norwood says. “Be transparent about the company’s compensation philosophy and define metrics tied to raises or bonuses.”
Currie adds that gratitude goes a long way. “Thank them for bringing it up—it takes courage,” she says. “Then acknowledge their concern, commit to reviewing it, and follow up. Even if the answer is ‘not right now,’ employees remember respect and follow-through.”
How Employees Can Own the Room
For employees, annual reviews are a chance to show up as co-authors of their career story. Norwood suggests treating it like “show and tell.”
“Bring your proudest accomplishments, lessons learned, and goals for the year ahead,” she says. “When employees show up as partners in shaping the future, they leave reviews not just evaluated, but elevated.”
Currie echoes the sentiment: “Be self-aware, advocate for yourself, and participate; don’t let the review happen to you,” she says. “It’s your moment to shape the narrative for the year ahead.”
The bottom line: Whether the economy soars or stumbles, people want to feel valued and set up for success. Leaders who turn performance reviews into genuine conversations, steeped in transparency, will not only retain teams, they’ll make them win.