The Gap Between Performance Reviews and Real Growth (And How Managers Close It)

This post is part of a collection on momentum—what it actually takes to keep people, teams, and businesses moving forward. If you haven't read it yet, the first post focuses on customer value through a sales lens. This one goes inside the organization: how managers turn performance conversations into real development instead of annual paperwork.

Performance reviews can be powerful—or they can quietly lose relevance the moment the meeting ends.

As a manager, you are one of the most powerful levers for whether your team builds momentum—or just goes through the motions. And performance reviews are one of the clearest places to see which one is happening.

You likely spent time reflecting on performance, identifying growth areas, and outlining expectations.

That work only matters if it translates into action.

Here are three ways managers can ensure performance reviews actually drive progress.

Three Ways to Turn Performance Reviews Into Real Development

1. Build checkpoints—and talk about them.

Development doesn't happen once a year.

The same gap that kills company-wide strategies—the space between planning and execution—shows up just as clearly in individual development. The check-in is what closes that gap.

Use one-on-ones intentionally. Before diving into projects and problems, ask how growth goals are progressing.

Be explicit about ownership—are you supporting, or are they driving?

What to do:

• Start one-on-ones with: "How's progress on [growth goal from review]?"

• Track it in a shared doc or your meeting notes

• Clarify who owns what (you're supporting their development, not driving it for them)

2. Make resources visible and accessible.

Many employees don't know what's available to them.

Training programs. Learning stipends. Coaching.

If you see leadership potential—or interpersonal challenges—encourage support early.

Coaching, in particular, gives employees a neutral space to process feedback without fear.

I've seen this firsthand in my coaching work with leaders at every level—from individual contributors navigating feedback to executives managing teams through growth. The ones who use coaching as a development tool (not a remedial one) consistently move faster and lead better.

What to do:

• Send a follow-up email after performance reviews listing available resources

• Make specific recommendations: "I think [coaching/training/book] would help with [specific goal]"

• Normalize using these resources—it's not remedial, it's strategic

3. Lead by example.

Growth is cultural—but culture is set by behavior, not values statements.

I've worked with managers who talk about development constantly but never model it themselves. And I've worked with managers who barely mention it—but show up to one-on-ones having just finished a book, or casually reference what they're working through with their own coach.

Guess which team develops faster?

You don't need to perform growth. You just need to practice it visibly.

What to do:

• Casually mention what you're working on: "I've been thinking about [leadership challenge] with my coach"

• Share a book or article that helped you

• Make it clear: growth isn't a sign of weakness, it's a sign of ambition

The Bottom Line

A performance review isn't the destination. It's the starting point.

Managers who follow through create clarity, momentum, and trust—and that shows up in performance long after the review cycle ends.

If you're a manager navigating this right now—trying to figure out how to follow through, how to develop your team without burning yourself out, how to lead people well while also hitting your numbers—that's exactly the work I do.

Leadership coaching isn't just for executives. It's for the managers who are figuring out how to lead people well, often for the first time, without a roadmap.

If that's you, it’s time to book a discovery call or read the next post in this series: Your Performance Review Is About You.