| people look forward to job reviews about as much | | | | • Iron out a plan for the next year. To avoid |
| as they do a root canal. No matter how well you | | | | any surprises in future reviews, you need to know |
| think you’re doing, there’s always the | | | | how your success will be measured. Ask your boss |
| possibility that your supervisor will see things | | | | to work with you on a plan for the coming year (or |
| differently and call you on the carpet for your | | | | six months) so that you both know how your |
| actions—or inactions. But there are steps you | | | | progress will be measured. If there are markers in |
| can take before, during, and after your evaluation to | | | | place—and you meet |
| boost your career and actually help you look forward | | | | them—you’ll never fear a review again. |
| to reviews in the future. | | | | • Ask for her input. You want to make sure |
| Before the Review | | | | your manager knows how committed you are to |
| • Get on the boss’ calendar. While | | | | doing a good job for her. It may become crystal |
| most people don’t enjoy a performance | | | | clear what skills she thinks you need to work on, but |
| review, they are crucial to your career. So if your | | | | if not, ask her to share with you the areas in which |
| boss doesn’t conduct them on a regular basis | | | | she believes you need to improve. You’ll not |
| (annually or semi-annually), the best thing you can do | | | | only score major points for asking, but this may be |
| is ask for one. Why? First, you really do need to | | | | the most valuable information you get out of your |
| know what your supervisor thinks of your | | | | review. |
| performance so that you can continue the good | | | | • Thank him. Especially if you feel like |
| stuff and change the bad stuff. Unless you want to | | | | you’ve been raked over the coals, you may |
| spend the rest of your career exactly where you | | | | not want to express gratitude. But think about it this |
| are, that is. Second, reviews are typically when | | | | way: your boss has just given you very powerful |
| employers hand out raises and promotions. Not a bad | | | | information. He’s told you where he believes |
| incentive to schedule one today. | | | | you have room for improvement, and, assuming you |
| • Come prepared. Sure, performance | | | | can make changes in those areas, you’re on |
| evaluations mostly consist of your manager telling | | | | your way to serious career growth. More money, |
| you how she thinks you’re doing, but it | | | | more responsibility, a new title—it all starts with |
| should include some two-way communication. You | | | | knowing where you stand with the head honcho. |
| should be prepared to share important | | | | After the Review |
| information—such as your sales numbers, | | | | • Determine a course of action. You should |
| praise from satisfied clients, and projects | | | | come out of your review with an action plan for the |
| you’ve spearheaded—so that you can | | | | coming months, and there’s no time like the |
| lay out the positive contributions you’ve | | | | present to begin working on your goals. If your boss |
| made. | | | | indicated that you need to acquire more skills to |
| During the Review | | | | advance, begin looking into that computer or |
| • Stay calm. You may feel as jumpy as a kid | | | | marketing class now. |
| in the principal’s office, but you need to force | | | | • Start looking around. If your review was |
| yourself to stay cool and professional at all times. | | | | more of a blood-letting than a constructive |
| And if the boss turns the conversation into a list of | | | | conversation between employer and employee, you |
| all the ways you’ve fallen short over the past | | | | may have to face the fact that your boss either |
| year, don’t argue. It is okay, however, to | | | | doesn’t like you or doesn’t like the |
| respectfully point out the strengths you’ve | | | | work you’re doing. If you think you can |
| brought to the organization. This is where your list of | | | | change one or both of those things, by all means, |
| accomplishments comes in handy. And remember to | | | | give it a try. If you don’t think that’s |
| never, ever take what your supervisor says | | | | a possibility, start putting out discreet feelers for |
| personally. It’s business. | | | | other opportunities. |