“I’m not hear to tell you what you’re doing well, but to focus on where you need to improve.”
This was the opening sentence from my manager at Microsoft when we met for my first review meeting. The logic seems obvious, right? If you’re already good at something, why spend a lot of time talking about that. Instead, focus on where you’re weak and make a plan to get better.
This became my de facto standard for being reviewed and doing reviews. Not any longer. I recently read Peter Drucker’s The Effective Executive. He wrote that the review process should focus on a person’s strengths and how to better utilize those within the organization.