Top 3 mistakes employees make during performance reviews—and how to avoid them, says career coach

Performance review season can be nerve-wracking, but there are several ways employees can set themselves up for success.

The best thing employees can do for themselves is to practice “emotional management,” according to career coach Sarah Baker Andrus.

Remaining calm and engaged during the meeting will leave a good impression, she says, while becoming defensive or flustered can reflect poorly on you.

Besides, you’re likely not the only one feeling nervous, Andrus says. Many managers dread performance review season because “nobody wants to give somebody negative feedback.”

The way you handle your performance review can “define your relationship with your supervisor” going forward, so it’s important to get it right, she says.

Here are some common performance review mistakes that employees should avoid, according to Andrus.

Employees should come into their performance reviews “having thought through what contributed to their wins and what contributed to the places where they think they could have done better,” Andrus says.

One blunder that Andrus often sees is that employees will simply copy their self-assessments from the past year, rather than writing a new one.

“That sends a signal that you’re not committed to growth and development,” she says. “It’s a huge mistake.”

Employees should view self-assessments as “a record of your performance that other people will refer to,” Andrus says.

That’s why it’s crucial to spend time thoroughly filling out your self-assessment and getting materials like your brag doc ready ahead of the meeting.

“It’s not just a piece of paper. Everybody hates doing it, but you’ve got to take it seriously, or you’re not taking yourself seriously,” she says.

It’s a “huge red flag” when someone immediately starts arguing with feedback during a performance review, according to Andrus.

As an employee, “the important thing is that you do not react in the moment,” she says.

Andrus acknowledges that receiving negative feedback can be difficult — “I’m not saying you can’t be emotional, we all have emotions,” she says — but she recommends taking a deep breath before responding.

If you don’t agree with the criticism, Andrus says she likes using language like, “That’s disappointing,” she says.

Instead of starting an argument, she recommends following up with “I’m not sure I agree with this — are you willing to continue the conversation later?”

It’s okay to disagree, she says, but reacting strongly “serves nobody” in the situation and could potentially damage your relationship with your manager.

Another common mistake Andrus sees is that employees will “bring up issues and problems that deserve their own meeting” during their performance reviews, such as a conflict with a co-worker or scheduling concerns.

In most cases, “both sides of the table share responsibility” when this happens, she says: managers should be meeting with their employees frequently enough that they can discuss issues as they arise.

“If we’re not meeting regularly, then it’s easy for a staff member to want to come in and say, ‘Oh my gosh, I finally got on her calendar. Here’s my list of other things that I need to talk about'” during a performance review, Andrus says.

Andrus advises employees to focus on the topic at hand. Your performance review meeting is your chance to discuss professional goals and growth opportunities for the next year, “and there’s only so much time,” she says.

That’s why it’s crucial “to raise issues as they come up, and not wait for the performance review,” she says.

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