Sherry’s Story

Sherry had always been a driven leader. As a corporate executive in a fast-paced tech company, she was used to setting ambitious targets and driving her team toward achieving them. She thrived on deadlines, delivered results, and was constantly pushing her team to perform at the highest level. But there was one thing Sherry consistently overlooked: performance reviews.

Sherry believed that her team knew exactly what was expected of them. After all, they were all highly skilled professionals who had been carefully selected for their roles. She trusted them to meet their goals and assumed that the occasional check-in and informal feedback was enough. With her packed schedule and focus on project deadlines, she didn’t see the need for formal performance reviews. After all, performance was measurable by results, wasn’t it?

However, over time, Sherry began to notice cracks in her team's morale. Some team members seemed disengaged, while others appeared frustrated, though they never expressed it directly. The more she focused on driving results, the more disconnected she became from her team’s individual needs. She wasn’t aware that some of her best performers were feeling burnt out, while others were unsure of their career progression or how they could improve.

One day, during a major project rollout, things took an unexpected turn. Despite all the preparation, a key deliverable fell short of expectations. The product didn’t meet client needs as perfectly as anticipated, and Sherry had to scramble to manage the fallout. During the post-mortem meeting, several team members expressed their frustration—not just with the project, but with how they felt unsupported by the leadership team. It was clear that they didn’t feel like they had the tools, guidance, or direction they needed to succeed.

Sherry was taken aback. She thought everything had been going smoothly. After all, she had been meeting her own performance targets, and the company was doing well. But she had failed to notice the warning signs: the lack of feedback, the absence of one-on-one discussions, and the lack of opportunities for her team to voice concerns or ideas for improvement.

That night, Sherry reflected on the situation and realized that she had neglected one of the most critical aspects of leadership—regular, constructive feedback and performance reviews. She had assumed her team was performing well simply because they met their deadlines and hit key metrics. But she hadn’t invested time in truly understanding their individual challenges, career aspirations, or areas where they could grow.

Determined to make a change, Sherry reached out to HR and began scheduling regular performance reviews with each member of her team. The first few sessions were awkward; Sherry had to adjust to the idea of spending time listening rather than just dictating. But as the reviews progressed, she began to understand the deeper issues that had been affecting her team. Some employees were struggling with work-life balance, others wanted more opportunities for career advancement, and a few needed more constructive feedback on their performance.

Sherry also made sure to give positive feedback, something she had previously been too busy to do. She recognized her team’s strengths and achievements, which helped boost morale and build trust. She set clear, attainable goals for each person and created a plan for how they could grow professionally within the company.

Over the next few months, Sherry noticed a dramatic change in the team’s dynamic. Communication improved, and employees were more motivated and engaged. They began collaborating more effectively and taking initiative in ways they hadn’t before. Sherry also became more aware of the individual needs of her team, allowing her to be a more empathetic and supportive leader.

When the next big project came around, the results spoke for themselves. Not only did the team meet the targets, but the process was smoother, more efficient, and far less stressful. Employees felt valued, heard, and empowered, and they were proud of their contributions.

Sherry had learned the hard way that performance reviews weren’t just about assessing results—they were about encouraging growth, building trust, and ensuring that her team felt supported and appreciated. In the end, the process helped her become a better leader and brought the team closer together.

Moral: Effective leadership is not just about driving results—it’s about investing in your team’s development through consistent feedback and support. Performance reviews are a vital tool in helping people grow and perform at their best.