In performance reviews, effective strategies include fostering a collaborative and supportive environment where employees feel heard and valued. I find that asking open-ended questions is crucial, as it encourages employees to share their thoughts and goals, helping them take ownership of their development. Reflective listening also plays an important role, as summarizing their points shows that their opinions are understood, which builds trust. Encouraging self-assessment allows employees to evaluate their own performance, fostering self-awareness and motivating them to take initiative in their growth. These strategies create a more constructive and empowering performance review experience.

Motivational Interviewing is a collaborative process that leverages conversations to transform performance into significant growth opportunities. Employing open-ended questions encourages employee engagement, facilitating the sharing of thoughts and goals, and fostering a sense of ownership in their professional development. Reflective listening demonstrates understanding and validates employee perspectives by summarizing key points, thereby building trust and rapport. Guided self-assessment empowers employees to evaluate their performance and identify areas for improvement, promoting self-awareness and intrinsic motivation.

It gives individualized responses that are realistic and relatable. It encourages employees to be as expressive as they can be. It reflects trust and gives a hope of employees' welfare improvement.

Motivational interviewing transforms performance reviews into powerful catalysts for professional growth by promoting open, reflective dialogue. Through the use of open-ended questions, reflective listening, and self-assessment encouragement, it fosters a secure environment for exploring challenges and aspirations. This approach also integrates the principles of psychological safety, empowering employees to share ideas without fear of judgment. In doing so, it builds trust and deepens their connection with leadership.

Ask about wins the past year, maybe if interactions with co-workers increased due the more team conversations, and were there any ideas or concepts that can improve departmental processes. And then ask how management can improve to help with growth within the department or on the team.

People missing what’s really important. Mentioning the obvious, open questioning and reflecting should happen already. Good MI spirit and encouraging autonomy is essential. What’s really important here is listening out for Change Talk. For example. E: I’ve found this project really hard to do. M: It’s not been easy but it’s moved forward, what have you done that’s worked. (Reflection, Spirit) E: Nothing. But, I’ve got a couple of ideas that could work [change talk = could of ideas that could work] M: You’ve got some ideas, I’d love to hear what you’re thinking. (Reflection, Autonomy) [team member gives ideas] M: Which should we start with? (Evoking open question) Enjoy focusing on Change Talk in your performance reviews.