Episode 21: How To Prepare For Your Performance Review
Let’s face it, most of us are out here just winging it. And that’s totally cool for most things in life but your performance review is not something you should whing.
I know performance reviews get a really bad rap. I know most of them really suck, they aren’t valuable, they are time-consuming, they aren’t accurate, they are full of bias, or there just isn’t a process at all. I get it
But the truth is no matter if your company has a formal process or not, how frequent the conversations are at some point your performance is going to be evaluated and it’s often used to make some big decisions about your career whether you like it or not.
In this episode you'll hear:
-What happens behind the scenes during performance review season
-Why preparing for your performance review is so important
-Specific steps to preparing for your review
-What to do if your company doesn't have a formal process
Full Transcript:
[00:01:05] Welcome back to the Upgraded Career Podcast. I'm your host Nicole Case, and today we are talking about how to actually prepare for your performance review. And let's face it, most of us out there we're just winging it, and that's totally cool for most things in life, but. Your performance review is not something you should wing like we should.
[00:01:24] We should have some preparation around this, right? And I know that performance reviews get a bad rap. I totally get it. Believe me, I worked in HR for over 11 years and I actually managed this process, um, for the majority of the companies that I worked for and. , they often are not valuable. They're time consuming, sometimes are not even accurate.
[00:01:46] They're full of bias. Or maybe your company doesn't have a process at all. Again, I get it. This is not everyone's favorite thing to to think about, to talk about. It's not everybody's favorite activity to do at work, but the truth is that no matter if your company has a formal process or not, how frequent the conversations are or whatever, At some point your com, your performance is going to be evaluated and it's often used to make some really big decisions about your career, whether you like it or not, right?
[00:02:21] So it's really important to take this process seriously and be proactive about it, and just to really sit down and spend a little bit of time prepping for. Because again, some really big decisions or some, some things, um, can really, uh, can really, big things can really come out of, of this conversation. So why is this important?
[00:02:44] Well, once again, this is how raises and promotions and bonuses are often decided. Many companies couple their performance review discussions with their compensation. , and it might not even be the same timing. You know, you might have your performance conversation say in December, but you don't see a raise or your promotion until, say, the end of q1, the following year.
[00:03:09] And that's okay. But again, your performance is going to be evaluated somehow and it's usually used in, you know, to make these decisions around again, raises, promotions, bonuses, those kinds of things. It's really important that we put a little bit of time and effort into, into making sure we're showing up, um, and ready to have this, this really important conversation.
[00:03:35] Secondly, it just, it shows that you care and that you're proactive about your career and your performance for. , you know, people out there who are just like, this doesn't matter. This, you know, I don't really care about this. I'm not gonna spend some time on this. That could translate into you being viewed as, again, someone that doesn't really care all that much about their career or how they're doing.
[00:03:59] And if that's true for you, then that's okay. You know, if, if you're cool with, you know, you're like, I know I'm performing well, I don't really care about this conversation, I don't care about any of this, you know, corporate. You know, BS or whatever. Like I, I get that. And if you're cool with where you're at and how things are going, then that's fine, but I suspect you're not cool with it.
[00:04:21] Or again, you want to upgrade your career in some way. Otherwise, you probably wouldn't be listening to this podcast. But again, by you taking this, um, this approach where you're being proactive, it's just sending a message to your boss and to your leadership team that this is something that's important to you, that you want to be recognized and rewarded appropriately for the work that you're doing and for the value that you're bringing to the table.
[00:04:45] And just a really simple way to show that you're being proactive is, again, just to be prepared for this convers.
[00:04:52] The third reason why it's so important to be just ready and prepared for your performance review conversation is that you want to be able to drive the conversation the way you want to drive the conversation. You want to be able to control this narrative as much as possible. Now, there's gonna be, um, a push pull here cuz obviously your boss is gonna wanna control the narrative and drive the conversation the way they want.
[00:05:15] But by you coming in really prepared, Having, you know, your own agenda, your own things that you wanna make sure are covered, then again, your boss is gonna see that like, oh, they're ready to go. And you're able, again to make sure you're covering the topics that you wanna cover. I mean, like how many times have we been in meetings where we're just like, oh man, you know, I forgot to mention this part.
[00:05:36] Or this was a big thing and you know, whatever. You know, I forgot about this thing, or whatever. You know, again, if you are prepared and you're ready, you're gonna make sure that you're gonna cover, again, all of the topics, or you're gonna be able to highlight all the things that you wanna highlight in that conversation if you have just given it some time to sit down and prep for it.
[00:05:55] And also, let's be clear, these are not always super fun conversations. Frankly, they can be kind of awkward conversations. Um, and just by, just by spending some time preparing and prepp. , um, you can feel way more confident going into this conversation that, again, can sometimes feel really awkward or feel really unnatural.
[00:06:18] so you just preparing and like feeling like you have your ducks in a row, you have all of your information that you don't feel like you have to like, rely on your memory, which was is definitely not the way for me to go. I definitely need to take notes and like bring at least some bullet points or something like that to the conversations just to make sure, again, I feel confident that like I know what I'm talking about.
[00:06:39] I have all of my points that I wanna make sure that I get across. This will also reduce the likelihood of a surprise for you or your boss. Right? By again, making sure that you're like, okay, let me sit down and, and kind of review everything and get everything together. That I wanna make sure it gets highlighted and gets covered.
[00:06:58] It can really reduce, again, a surprise that like you were missing something that you didn't hit, a goal, that you didn't realize that you had, or again, or for your boss as well, because you have sat down and you're covering, um, you're covering all of your bases. Also, whenever you're just in this conversation that you've spent some time preparing for, you're able to more artic, more clearly articulate your value.
[00:07:24] That's funny that I just kind of flubbed that sentence, talking about clearly articulating your value. Again, if you sit and you prep a little bit more, you're able to clearly articulate your value in this conversation. You know, having a really good, strong performance review, getting the rating that you, that you want, if your company still does ratings, getting that promotion, getting that raise, those kinds of things.
[00:07:50] It's not just, here's a checkbox of all of the things that I did this year. It's not just about, you know, hey, here are the goals and here's how I performed against those goals. You know, again, kind of like this idea of just a check box. , that's just the price of entry, right? Like that's just table stakes.
[00:08:08] When it comes to getting to that next level or really being, um, viewed as that top performer, it's about your ability to actually talk about what it means that you achieved those goals. What was the impact of you? Um, you know, You know, hitting those deliverables or delivering those outcomes, right? You have to be able to actually talk about that value and really pull all of those things together.
[00:08:33] And, and let's, again, let's face it, not all of our managers are super strong managers. That happens, unfortunately, but you're not, you're a strong manager. If you're a manager out there, you're a strong one, but not all of them are. Right? And you know how many of us have. What I like to call ding Don managers, like they're great people.
[00:08:51] They try, but they're just like, they, maybe they don't know how to conduct a performance review, or maybe they just aren't paying attention or whatever. Right. You might have a ding dong manager and they might not just be able to, you know, Really just truly see the value that you're bringing. And, and also too, let's be clear, they have other employees that they have to do performance reviews on.
[00:09:13] And you know, again, in this, in this world of do more with less, they're likely overtax, they likely have way too many people reporting to them. They likely have responsibilities they probably shouldn't have. Being, being a manager. But you know, they're busy too, right? So sometimes it's hard for them to, it's hard for them to kind of see , see all of that detail, and by you prepping and coming to the table, Like having this narrative and having this story, you're gonna be able to again, really clearly connect the dots and really talk about the impact that you've made that really differentiates yourself from everybody else in the organization.
[00:09:52] So that's why it's so important to really prepare for these important conversations regardless of how awkward or how frustrating or time consuming this whole process can. But let's talk about how to prepare. Now, I'm not saying that this should take you weeks to do. Maybe a couple of hours, um, to really sit down and, and really kind of gather all of this together.
[00:10:15] Again, I'm not trying to add another big, huge project to your to-do list, but I do think this is really, really valuable time spent to really take, um, take a l a couple of hours. , you know, over, over a weekend or, you know, a little bit here and there during your workday to kind of pull all of this together.
[00:10:33] Typically, if you, if your company has a , has a process, you know, they're giving you a timeline on when you should be sitting down and, and making sure you're working through this. Um, but if not, these are things that you should be, um, you should be, you know, trying to gather and pull together on a regular basis anyway.
[00:10:52] So how do you. First sit down and just review your job description. When was the last time you dusted that thing off? Right? Um, take a look at that job description, or some companies call them work plans, or, you know, maybe if you've been hired in the last year or so, maybe you have a copy of the job description that they used to hire you on and.
[00:11:11] I get it. Roles change and evolve over time and that's okay. But it's important just to know what, what you were hired to do, what, what are they paying you to do, and making sure that those things line up. Making sure you're not missing a piece of, of the work that you should be doing. I actually can't tell you how often that happens that like, for whatever reason, like you'll go back and you'll look at your job description.
[00:11:32] You're like, wait, I was supposed to be doing that. what I was sup. I was supposed to be doing that. Or what actually more often happens is that you look at your job description and you find that you're doing a lot more things than what you were originally supposed to be doing. Or you know, again, you end up being in a role where it ends up being a catchall and you end up taking on a bunch of other work that.
[00:11:56] For a multitude of reasons, right? It could be, you know, there were layoffs or somebody left the organization and they didn't replace them, or just again, the, the business grew and evolved over time and just this role just needed to continue to grow and evolve and it just looks very different now. So I think it's still worth, um, again, digging up that job description, digging up that, that work plan and kind of taking a look at it, um, just to kind of see, uh, just to kind of compare.
[00:12:23] To what, what it was that you, um, that you have been hired to do versus what you're actually doing today. So that's the first step. The second is to, again, brush off that goal sheet. Go back and take a look at those goals that you set, either at the beginning of the quarter or the beginning of the year, and just review how, how did you, do you know, what did those look like?
[00:12:42] What were those goals? Did you forget about a goal? Um, are you working on goals that. Included on your goal sheet? This was actually, again, what's more likely to happen. What I experienced, at least in my career, is that we often, as companies don't set really great goals at the individual level. There's some roles that are really, are really great at this and some companies are, are better at this than others, but more often I would see that we didn't set really great goals at that individual level and we just kind of went about our day and, and kind and, and did the work that, you know, Kind of formally or informally knew we needed to be working on, but then it got to performance review season.
[00:13:23] We were like, oh crap, we gotta have to like back into this. Right. So take a look at that goal sheet that you, that you created either at the beginning of the year, beginning of the quarter. See how, you know, kind of see what's on there. Make sure that you have been. You know, working towards those goals and make sure you add any additional goals that kind of came up throughout the year, which again happens, right?
[00:13:44] Your goal sheet should be a LI living breathing document because business changes and evolves and just situations change so often throughout the year that. That you wanna make sure that you are getting credit, I guess, you know, quote unquote getting credit for, um, for all the work that you're doing. So again, if you find that there's something that you've been working on or an achievement that you, that you've hit, or some sort of a deliverable that wasn't on that goal sheet originally, make sure you get it on there so that you can make sure that you're, that you're, uh, you're recognized.
[00:14:19] And so once you kind of review your goals, then you have to actually take the, take the step to evaluate your own performance against those goals. Like really sit down and do some reflection here. Now this, this is probably where you're gonna spend the most of your time really. Doing some, um, deep reflection on just how are you doing against your goals and making sure that you're giving yourself credit for all the stuff that you're doing.
[00:14:47] Again, not just the things that are specific on that goal sheet or in that job description. We also wanna call out the what. and the how, so it's not just, again, those, those deliverables or those outputs or those metrics that you're hitting, it's also how you're delivering those, right. You know, if you're getting really great feedback from customers or, you know, again, you're, you're delivering all of this in a way that is.
[00:15:13] Timely, and you're not waiting till the last minute and causing a firefi, you know, um, a fire drill to happen in order for you to, um, deliver all of the great work that, that you do. So the behavioral part, the those characteristics or those, um, those values that you're actually living every day that. Also matters in, in your performance review as well.
[00:15:37] And, and I would argue, and I certainly argued a lot when I worked in hr, that the how oftentimes trumped the the what even more. Because again, you could be the top salesperson, and I experienced this in hr, you could be the top salesperson. and totally crushing your number and bringing in all kinds of great revenue and money for the organization.
[00:15:58] But if you're a jerk or if you, you know, are doing this in an unethical way, like you're lying to your customers in order to get the sale, or again, you're just bulldozing people over to get outta your way just to again, achieve the goals that you're trying to achieve. , that's not, that's not top performance, right?
[00:16:18] That's, that's not top performance at all. I remember specifically in, when I worked at, in HR at a high tech company years ago, I remember being in what's called these calibration sessions where the leaders all get together and talk about their teams because again, budgets are not infinite and they have to kind of duke it out, for the lack of a better term on who, you know, what team is gonna.
[00:16:43] The, you know, different, um, you know, budget allocations, you know, how many promotions are we gonna have and, and all of that. And so the, the, the leaders all get together and talk about this. And I re and I remember very vividly, um, talking about a particular, uh, technical person. So it was an engineer on a team.
[00:17:02] He was really, Really technical, brilliant at what he did, but he um, he hoarded information. He did not share his best practices. He wasn't sharing, you know, kind of. Just some, some technical information and some learnings that he had and a value at that organization. And a value in particular with that leader was that you don't gate keep or hoard information.
[00:17:29] And we would see that a lot in. at the time. I would, we would see that a lot in that organization and in that tech space because people want to, you know, make themselves indispensable. Right. Which is totally something that I would, I would share with you as a coach, right? Like, you know, what is it that you do that's different than everyone else?
[00:17:48] How are you showing up in your authentic way that, what's that secret sauce for you? But it's not. Againhold withholding information from other people because you're hoping other people fail, or you're with, you're withholding information because you're, um, you're intimidated or you're scared that someone is going to surpass you in, um, in their career because you gave them some information, right?
[00:18:15] So that particular leader did not like that about that particular individual and gave him a lower rating, said, no, that's not okay with me. This person. You know, constantly keeps things to themselves. They don't share, they're not out there trying to help and be a team player and to, you know, help share best practices.
[00:18:33] Again, that was an expectation, particularly at the, at the level that person was. They expected, and they had this written into the job description as well, that. That a technical engineer at that level was expected to turn around and mentor and guide and coach and support the earlier career engineers, you know, on their way up in, into their career.
[00:18:56] And again, that particular engineer did not do that. And that leader was like, no, they're not getting a top, a top rating. That is not what top performance looks like at this level. . And so again, the what and the how is so important though I don't want you to diminish the fact that you're showing up every week and every day and you are delivering amazing value for your organization, but also in a way that is supportive and empathetic of other people.
[00:19:24] And you are a team player and you. and also, right, you've got good boundaries and you know, you're not giving away your power or anything like that. But again, you're, you are showing up in a way that feels really good to you and you're delivering in a way that. That differentiates you because you are doing it in a way that exemplifies the amazing values that you have every day.
[00:19:47] So let's make sure that you are highlighting, again, both the what and the how. Then the other thing for you to be, um, be thinking through, and this also might take you a little bit of time, is to collect some feedback. You know, if maybe part of. Performance evaluation process is gathering, um, feedback from your peers, from other stakeholders that could be part of the process, but if it's not officially part of the process, I mean that I recommend you going out there and seeking some of, seeking some of that feedback, if that makes.
[00:20:19] Sense now, a really easy way to do this throughout the year, um, is to just create this, what I used to call a yay me folder in my email. And anytime I got kudos from either a customer or a stakeholder or a colleague, I'd just kind of file it away into that file folder. And you know, that's when I would.
[00:20:39] Bring it out a on days where maybe I was having a rough day or to gimme just a little bit of a, a little bit of a, of a, of a pump up. Or again, you know, during your performance review cycle, you're able to share. You know, all of this, um, really great feedback that you've gathered throughout the year. So make sure that you're going out there again, maybe you've got some customer, customer feedback that you can share.
[00:21:02] Again, go back through some of your emails, you know, where somebody gave you some, a really great, great kudos or a thank you again, g. Start gathering some of that information and, and hold that in into a place then to take a look. Are there any areas for improvement? So maybe there was a mistake that you made in the last quarter or the last year, or again, maybe there were just, there's just some goals or some places that you just weren't hitting the mark in the ways that, um, that you were hoping that you would, and it's.
[00:21:34] It's not going to be helpful for you to put your head in the sand or to try and ignore . Those, those things. Ignore their shortcomings or just to try to brush those aside because I promise you, your boss is probably gonna bring 'em up. , right? So it is definitely going to be better if you identify any of those areas ahead of time, and you're just super open and self-aware about, Hey, you know what?
[00:21:59] I didn't hit the mark on this one, or I made a mistake over here. And kind of like we talked about earlier with identifying those goals. Identifying, um, identifying not only just the output, but the impact that you hitting those goals and hitting those metrics had. Let's talk about the learnings that you had in any of these areas where maybe you struggled a little bit.
[00:22:24] Or there was a mistake, or you know, you just, you didn't hit the metric or you didn't hit the goal. Um, exactly how, how it was spelled out. What is it that you learned? How, what did you take away from that experience? How have you adjusted things or changed things over time to make sure you didn't, that didn't happen again?
[00:22:44] I'll give a really great example. When I was in HR several years ago, you. Numbers are not my thing. Spreadsheets are not my thing. I get, I get really drained of my energy when I have to live in spreadsheet land all day. And one particular job that I had, it was just, I was in spreadsheets a lot, I was doing a lot of data analysis and um, and just, you know, just dealing with spreadsheets and sending them back and forth a lot and just not a lot of fun.
[00:23:15] But I remember it was, um, it was the end of the year and I had done an analysis of. Some people's salaries and their jobs. And it kind, it turned out at the end that we needed to reclassify these employees at a different level and which meant there came, um, a salary increase along with that, which was really exciting.
[00:23:38] And, um, and so we were, uh, we were pulling together the spreadsheet and all of the information to share with the managers so that they could go and communicate that. And then I also needed to send that final spreadsheet on. once everything was sticked and tied and we all said that, yep, we're good to go, I needed to then send it on to the payroll team so that they could update the payroll system and get everybody their raises in their checks, in their paychecks.
[00:24:01] And, um, I sent, you know, kind of this, again, this spreadsheet back and forth to a couple of different people and, um, I remember the leader that I was supporting the, the vice president that I was supporting in his team. He called me at like nine o'clock at night and he was in California time and I'm in East Coast time, so it was like dinner time for him and it's nine o'clock and he knows where I live, so he knows what time it is.
[00:24:28] And he never calls me on my cell phone, but he called me on his cell phone and he goes, Nicole, do you know what you just did? And I was like, oh. What? And he goes, you just sent a spreadsheet to the managers with all of their. Information on it as well. So now that whole team all knows what they, what their salaries are, and what their raises are all going to be, instead of just sending the individual contributor spreadsheet to them.
[00:25:00] And I was like, oh. Shit. Now we can have a whole separate conversation about pay transparency and all of that stuff. But this was like 10 years ago. And I can tell you that we were not talking about pay transparency at that time, um, particularly in this company. And, um, I was like, oh shit. I just sent a spreadsheet with information about people salaries on it that I should not have sent.
[00:25:21] And, um, and I'll just, I'll never forget that. And, um, and I was, I felt so fortunate that that leader. Um, really understanding that it was a, a mistake. It was, it was a oversight and whatever, and I fixed it, you know, and sent an email back with a, with the proper, um, with a proper spreadsheet in there and said, you know, Hi.
[00:25:46] You know, I, I apologize that I sent the wrong spreadsheet earlier and I hope that everyone can be mature enough, um, to not continuing to look at that or to distribute that spreadsheet to anyone else. Also, if this is raising any questions, you know, feel free to come talk to me and we'll talk directly about any questions that you might have.
[00:26:06] And after that, I figured out in Excel how to put a, um, How to put a password, , how to password protect, um, spreadsheets. And again, spreadsheets are not my thing. Like this isn't, this isn't my jam, right? Like, I don't know all the, all the cool ins and outs and especially at that time, I was really early in my career at that time, so I definitely did not know the ins and outs.
[00:26:27] But I'll tell you that day I learned how to put a, how to put a password on a spreadsheet and, um, and I never again, would I ever send a spreadsheet in an email or in Slack or in a message to anyone. Without, with, with, in, with really sensitive information in there, without putting a password on it so that if I did send the wrong thing, I could very quickly send this, change the password to that spreadsheet, and then people can no longer, um, get into it.
[00:26:57] So, Mistakes are gonna happen. Nobody's perfect, and it's just really important to, to call out, to say, Hey, I'm self-aware enough and I'm reflective enough here to recognize that, yeah, I've made a mistake this year or again, I didn't hit the goal. And kind of this was what was going on, this was what was preventing me from hitting that goal and this is what I've learned and maybe adjustments or things that I have changed as a result of that, that is definitely going to help you go much further than again, trying to just pretend that it didn't happen or pretend that, um, or, you know, again, just kind of brush it to the side.
[00:27:34] Cuz again, your boss is gonna bring. Or if your boss doesn't bring it up, somebody else is gonna bring it up cuz somebody else probably noticed or somebody else is probably looking at it and it's gonna be much more powerful for you again to just a address it right from right from the get-go. So the last two things for you to think about as you are preparing for your performance review is really thinking about what it is that you.
[00:28:00] um, moving forward. So we've spent a lot of time doing lots of reflection in the past, but the past has already happened. The past is behind us. We cannot change anything about that. But now we need to think about what it is that you need support with now moving forward. And you also wanna think about what are your career goals moving forward?
[00:28:21] Like we talked about last, in last week's episode about, um, talking about your desire for a, for a promotion. This is the time in this conversation, in this performance review conversation, this is the time to start talking about what it is that you need support with moving forward. What are your career goals moving forward?
[00:28:41] What is it? What is it that you're looking for, and how can you, how can your boss help you with this moving forward? That should be a good chunk of the conversation. Now, again, depending on how your boss wants to structure it, depending on how your organization structures things, these might be two separate conversations.
[00:28:59] and a lot of times I would, I would encourage managers basically to have three separate convers. One is a past, um, conversation just to, again, the actual performance review, to review the past performance. And then I would encourage them to have a kind of compensation type of type of conversation. If that was coupled together with your performance review, you know, the next day or whatever, then you can have a separate conversation about, um, the compensation part of things.
[00:29:28] Cuz what I would say to leaders is that a lot of times, you know, people are like, wa, wa, wa, wa, wa. Don't really care what you're having to say. We just wanna hear about what, what is my raise this year? And so they don't hear anything else in the conversation. So, um, so having those two separate conversations and then again maybe having a third separate conversation about your career goals moving forward and what support you need moving forward, that can be a really great way to structure these conversations.
[00:29:55] Again, I think all of this comes together whenever we are prepping for kind of just this overarching discussion around our performance and just how we're doing and our career. So again, really being reflective and sitting down and thinking about what is the type of support do you need? , do you need some more training?
[00:30:14] You know, do you need, do you want to go to a conference this year? Maybe one of your goals is to get on stage and speak and represent the organization at a really big industry conference. Well, what is it that you need in order to prepare you for that? Right? Do again, do you want some support going to a Toastmasters?
[00:30:31] Do you need to work with the marketing team to work on some, um, Uh, presentation assets for that. Do you need their support, you know, again, financially to get you to that conference? Or again, are there some training or is there anything else that you need? And again, if we're talking about, um, budget spend or money, the more in advance that you can ask for those things, the easier it's going to be to plan for them in the future.
[00:30:59] you know, and again, if it's, even if it's not just, um, you know, financial support or anything like that, it might just be, Hey, boss, I need you in my corner in this way. This is, this is what I need more from you. This is what I need less from you. Again, what is the type of support that you need? Now again, a really strong manager should be regularly asking this of you, but if they aren't, if this isn't just not on top of their radar, or again, they're just expecting you to come to them with what it is that you.
[00:31:28] this is definitely the time to sit down and be thinking through what is that support that you need from them right now? And then again, what are those career goals moving forward? What is it that you're looking for? What's a sort of experience that you're hoping for? Is there a specific project that you're interested in?
[00:31:43] Um, is there, um, a process that you think is. You know, that needs changed or needs updated it and you want, and you want some support to go and, and work on that. Um, again, do you specifically want a promotion? This is the time to talk about that. So this is the time to sit down and kind of craft that, think about what are those career goals moving forward in the next year so that you can be having that conversation now instead of later on in the year when things, it might be too late to be, um, kind of moving that needle.
[00:32:15] So that is why and how to, why it's important, and how to prepare for your performance review this year. Again, I'm. Releasing this, um, kind of early in the fiscal year in, in q2, and your fiscal year might be different than a calendar year. Maybe you have, um, mid-year performance reviews that you need to get prepared for.
[00:32:38] But regardless, this is something that comes up with my clients all the time about. Just ensuring that they're, they are prepared and ready to have a really strong performance review conversation. Again, there could be a lot at stake here, and even if your company doesn't do formal performance reviews, I encourage you to set up something with your manager anyway.
[00:32:59] Let them know that you wanna have a conversation about your performance and where you stand. Again, you're gonna hear this, you hear me say this almost every week, I swear. It's so true though no one cares about your career more than you do. So if you aren't getting the feedback that you need or you're not getting the visibility you need to continue to move up, then you have an obligation to yourself to take matters into your own hands and schedule this time yourself.
[00:33:25] So that's it for this week. Next week, we're actually gonna talk about how to prepare and conduct valuable performance reviews for your team if you are the people leader in this scenario, we're gonna flip the script and we're gonna talk about it from your perspective as the leader, what you need to be doing in order to, again, ensure that you're giving your, your employees amazing feedback.
[00:33:49] So next week we're gonna talk about all of. Um, if you are a people leader, so make sure you tune into that and, um, in the meantime, just remember your career deserves an upgrade.
