3 questions to transform performance reviews

Hannah Keal 3 min

For managers and team members alike, hearing that review season is around the corner is more likely to spark dread than joy.

As a People person who has implemented many different performance frameworks, my observation is that this dread often relates to the level of process around reviews. Whilst I always advocate for making things as simple as possible, some level of prep is necessary in order to mitigate bias and make the experience meaningful.

3 questions to transform performance reviews

However, the process can obscure the core purpose of reviews - which is to have a coaching-led, collaborative conversation that gives clarity to your team member about how they’re performing in their role.

Sure, you’ll want to recap feedback you’ve given over the past 6-12 months (there really shouldn’t be any surprises) - but to get the most out of reviews, you’ll also need some great coaching questions in your back pocket. Read on for tyllr’s favourites.

The peak moment question

Reflecting on the last 6 months, when did you feel most joyful, fulfilled or in flow at work?

Why it works:

You’re inviting your team member to connect with a genuine emotion rather than just reeling off a list of achievements to tick a box;
You get to find out more about what really motivates your team member, which should give you an indication of how to make better use of their strengths;
You can use this question as a jumping off point to explore learnings about the conditions that set them up for success, so they can be replicated.

The manager support question

What’s one thing I can do better as your manager to provide you with the support you need to help you excel this year?

Why it works:

In order for a review conversation to feel like a genuine two-way exchange - you need to invite feedback, not just give it;
Generally speaking, the more specific a feedback ‘ask’ is the better. In this case, asking for ‘one thing’ helps your team member focus on what’s really important to them;
To narrow it down even further, you could also frame this around one of your team member’s core goals - e.g. ‘what’s one thing I can do better as your manager to help you prepare for promotion next cycle?’

The ‘so what’ question

Based on everything you’ve learnt and everything we’ve discussed today, what specific actions are you taking forward that will make our next performance conversation even better?

Why it works:

A good review conversation should generate clear next steps;
Identifying actions helps to build momentum and motivation;
Wrapping up this way means you’ll have something to revisit together to measure progress post-review.

The wrap up

Despite most companies rightly focusing on building a culture of continuous feedback, reviews remain an important checkpoint. Once the necessary prep is done and dusted, managers can use coaching questions to avoid an overly formulaic conversation and make space for one that’s genuinely insightful.

Bringing it all together

Performance reviews don’t have to feel like a box-ticking exercise. With the right preparation and a coaching mindset, they can become powerful, collaborative conversations that build clarity and momentum.

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3 questions to transform performance reviews