They reveal the quality of your conversations.

End-of-year performance reviews are often treated as a formal exercise. Objectives. Results. Ratings. Forms. 

Performance management is not a process. It is a conversation.

7 questions to shift your posture and improve performance conversations

These questions can be used by employees preparing for a performance review, or by managers who want to elevate the quality of their feedback and development discussions.

They invite a shift from a passive posture to one that is reflective, responsible and engaged.

1. What challenges or difficulties do I need support with to keep moving forward?

Acknowledging what feels difficult is often the first act of leadership toward oneself.In high-performing organisations, asking for support is not a weakness. It is a sign of maturity and self-awareness. No one progresses alone.

2. What do I enjoy in my role, and what truly motivates me?

What gives energy is often where the most value is created. Identifying sources of motivation helps align priorities, responsibilities and development paths. It is a key driver of sustainable engagement and performance.

3. What feedback from clients or colleagues stood out to me this year?

Feedback helps us understand the real impact of our actions, beyond our intentions. It is a cornerstone of leadership development, collaboration and team performance. The challenge is not receiving feedback, but learning how to reflect on it and use it constructively.

4. How could my manager or colleagues better support me?

Daring to ask is a way of sharing responsibility rather than carrying everything alone.This question helps clarify expectations and reduce the grey areas that often weaken working relationships and trust.

5. Which skills or areas could I still develop to become better?

Identifying development areas does not undermine confidence. On the contrary, it strengthens motivation and supports long-term performance.Progress starts with clarity.

6. What did I learn about myself this year?

Growth requires understanding both what works and what limits us. This question develops self-awareness, a critical capability in modern leadership and effective management.

7. What would I like to do differently going forward?

Imagining alternative ways of acting expands perspective and choice. 

Performance reviews may take place once or twice a year. Conversations, however, should happen continuously. 

A strong performance review is not about ticking boxes. It is about creating a meaningful exchange that supports clarity, engagement and development.

Take notes. Prepare consciously. And treat performance reviews as conversations, not a process.