Why are we still doing Annual Reviews? Their very title speaks to why they are so bad:

• Annual = happens once a year
• Review = looking backwards

Do we really believe that looking backwards once a year helps people get better?
My daughter, Ellie, interned this past summer at a fantastic company in Richmond called Prophet. How do I know that they are fantastic? Well, on the Friday evening of her first week working there, she received an email from her boss, which she forwarded to me.
My jaw dropped as I read his email, not so much for the (all positive!) feedback he was giving Ellie, but for the elements that I noticed he addressed. In a very short email, he successfully delivered on four principles I see as necessary for effective feedback.
Here’s a copy of his email, with the principles in parentheses.

To: Ellie
Subject: Coaching Chat
We didn’t get to have our coaching chat today, but I wanted to drop you a note (timely)… I think you have been doing an absolutely terrific job at taking on a heavy load of work this past week. (affirming)
We couldn’t have pulled off Wednesday’s client meeting without you…We can talk specifics tomorrow, but presence, organization, good listening, great note-taking…and being a good teammate – all very good. (specific)
I have three simple criteria on how to evaluate (evaluation criteria) if I want to work with people and I have said this a million times:
• Do they really want the job?
• Can they excel at the job?
• Could you spend 12 hours stranded in an airport with them without going insane?

Gotta love it. Now granted, all of his feedback was positive. But I have a good feeling this boss can just as skillfully give feedback on areas that need attention or do not represent the worker’s best.
Notice too that this feedback did not take long to deliver. Her boss didn’t need to schedule a big sit-down to give the feedback. It was quick. In the moment. To the point.

It is time we replace the Annual Review with Continuous Feedback.

This, quite simply, is smart management. If our goal as leaders is to develop the best in our employees, we should provide quality feedback as often as possible. Praise the good – it tends to get repeated. Correct the not-so-good – nip it in the bud!
So, as we move away from the Annual Review, remember these pointers (illustrated above) as you help your people get better through Continuous Feedback:

• Make it timely. There is no limit to how frequently you give feedback. But do it at least weekly.
• Open with affirmation. If you are employing the person, there is always something you can find to praise about their work. Receiving affirmation helps to lower their defenses to be open to hear what you say next.
• Be specific. Refer to the specific behavior or language that was either really good or in need of improvement. Generalizations, especially when you are pointing out a weak area, are not helpful.
• Let them know how you evaluate them. They shouldn’t have to read your mind to understand your priorities or standards.

By the way, I know my friends in Human Resources also prefer Continuous Feedback. They just have to make sure bosses give Annual Reviews, or else some employees would never get any feedback!
So if you are unfortunate enough to be facing a deadline to complete all your Annual Reviews, resolve to give more Continuous Feedback. It will make next year’s Annual Reviews a breeze!
FORWARD THIS TO A LEADER.