Boss to Coach Conversation 5 of 5
Making the Most of Your Progress Review

HOW TO USE THIS MODULE

This module can be used in two ways.

  • If you are preparing for a workshop or coaching session
    Work through the exercises below and bring your thinking with you.

  • If you are doing the online starter series
    Work through the exercises below, then apply one part of it with your team this week.

This module is about preparing for a progress review by knowing what matters, what to say, and how to say it.

Limited for time?
If you only do one thing, focus on Step Four: how you say it, and complete the Communication Styles Profile

Objectives

At the end of this module you will be able to:

  • Identify what motivates you

  • Prepare your key messages for a progress review

  • Communicate your performance clearly

Duration 60-minutes

Your Output

By the end of this module, you will have prepared:

  • Your completed What Matters Most exercise

  • Your 4,3,2,1 list

  • Your Communication Styles Profile

  • Your Language of Workplace Appreciation profile

Step One Why a progress review

A progress review is a chance to step back, look at what has been achieved, and identify what will help improve performance going forward.

It is the final conversation in an ongoing manager and employee cycle. It brings together the work that has happened through:

  • Setting clear expectations

  • Regular check in meetings and everyday feedback

  • Identifying development priorities and support

  • Recognising and rewarding contribution

Many people approach a progress review with apprehension. Far too often that is their team leader’s fault. Reviews can become overly focused on what is not working, instead of also recognising where someone is adding value.

We need to address issues that affect performance, but a good review should still be a positive interaction. It should create clarity about what is working, where someone can improve, and how they can keep growing in their role.

An effective progress review should answer the question: What makes me successful?

The best progress reviews are:

  • Frequent. They are not left too long between conversations

  • Relevant. They focus on expectations, contribution, and the individual

  • Growth-oriented. They identify what support, learning, or development will help next

We need to catch people doing things right and amplify this, while also being honest about what needs to improve.

So how do we best prepare to make the most of this conversation?

Step Two Start with what matters most

Every day, people decide how much effort to put into their work. As a leader, you influence that decision. Performance is shaped by two things:

  • Ability – aptitude, training and resources.

  • Motivation – purpose, meaning and commitment.

People are motivated by different things. Some value recognition, promotion or financial reward. Others are motivated by meaningful work, achievement, growth or making a difference. The best leaders recognise these differences and adapt their approach accordingly.

A progress review is also a chance to check in with yourself. Before discussing your performance with someone else. Take a moment to reflect on what matters most to you. Has your work continued to reflect your values, strengths and the contribution you want to make?

Action Review your What Matters Most Poster

If you have already completed the Aligned Decisions Tool, review your What Matters Most Poster and reflect on:

  • Which part of my poster is showing up most strongly in my work?

  • Which part has become less visible?

  • What would I like to see more of over the next 12 months?

If you haven't completed the Aligned Decisions Tool, download and complete it first, then use your What Matters Most Poster as the foundation for the rest of this module.

Download

Step Three Know what to say. Don’t be ready, stay ready

People remember the first thing they hear and the last thing they feel. In a noisy work environment, clarity matters. Be ready with:

  • what you have delivered

  • where you have added value

  • what you want to focus on next

This doesn’t happen by chance. It requires preparation. One way to do this is with his 4,3,2,1 method.

4 x Stories Two professional, two personal. One success and one failure.

We are more than our work. Our personal experiences shape how we show up, so think about how this comes through in your progress review. As you prepare each story, consider:

  • Which of your top five CliftonStrengths themes are showing up?

  • Which area of performance does this relate to?

    • Individual Contribution My Work. What you deliver independently

    • Team Collaboration My Team. How you work with others

    • Customer Value My Customer. The impact your work has on a customer, internal or external

3 x Facts What are the most important data or performance metrics that relate to your role?

2 x Quotes or Sayings Culture is often captured in simple phrases. What are the key messages that shape how work gets done?

1 x Question Ask for one piece of advice. This keeps the conversation forward looking and shows openness to improve. For more on this approach see this article here

Action Create your own 4,3,2,1 list and share it with someone to get their perspective.

Step Four Know how to say it

Communication is not what you say. It is what the other person understands.

People process information differently. Some want detail. Others want the headline. Some want to talk it through. Others need time to think. If you don’t adjust, your message can miss.

Strong communicators:

  • keep it simple

  • adapt to the person

  • check it has landed

Before your progress review, think about:

  • How do I naturally communicate?

  • How does my manager prefer to receive information?

  • Where might this not align?

Your strengths shape how you communicate. The goal is not to change that, but to adapt when it matters.

Action Complete the Communication Styles Profile

Download

Use it to understand your style and prepare how you will communicate your key points.

Step Five Know how to show it

Feeling valued matters. People do better work when they feel recognised for what they contribute. The challenge is not everyone values recognition in the same way. Some value:

  • words

  • time

  • support

  • tangible reward

If you get this wrong, effort can go unnoticed or feel empty. As you prepare for your progress review, think about:

  • How do I like to be recognised?

  • How does my manager show recognition?

  • Where might this not align?

Recognition is not only something you receive. It is something you can give. Noticing what is working and calling it out strengthens performance across the team. Your strengths influence how you do this. Some of your themes will make this natural. Others may mean you need to be more deliberate.

Action Complete the Language of Workplace Appreciation profile

Download

If you have already completed this as part of the Everyday Feedback module, you do not need to do it again.

Instead, review your results and consider:

  • how this shows up in your progress review

  • how you recognise others in your team

Put this into practice

This week, prepare for your next progress review by doing three things:

  • Write down your top three outcomes

  • Identify one area to improve

  • Prepare how you will communicate both

Keep it simple. Focus on clarity.

Want to go deeper?