What if performance reviews didn’t feel like judgment—but like joint reflection?
That’s the shift Bill Berman and Suzanne Joseph explored in a recent conversation about how to make reviews more effective and human-centered.
As Suzanne shared:
“I always coach managers to approach performance as a conversation, not a script.”
At Berman Leadership, we believe great leadership is about creating environments where employees feel empowered, not just evaluated. That starts by rethinking the tone and structure of feedback conversations.
Instead of delivering a checklist, managers can invite employees to be active participants:
- “How do you think things are going?”
- “What are you most proud of?”
- “Where do you want to grow next?”
This kind of curiosity creates a sense of shared ownership—where feedback becomes fuel, not friction.
When managers model mutual reflection, reviews become more than performance snapshots.
They become catalysts for aligned development.
Because when people feel seen and heard, they lean in—not check out.
Learn how we help leaders turn performance into partnership:
https://bermanleadership.com/our-approach