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Are you really
promotion material?

Fill in this short survey to find out:

  • 1. Have you requested a promotion in the last year?
  • 2. Have you ever been rejected for a promotion?
  • 3. Have you ever been offered a promotion?
  • 4. Has a co-worker at the same level ever been promoted instead of you?
  • 5. Has there ever been a position you applied for and didn’t get?
  • 6. Are you hesitant about asking for a promotion for fear of your boss’s response?
  • 7. Have you ever left an organization because you were passed up for promotion there?
  • 8. Do you know if your work environment values you and your work?
  • 9. Do you think that you deserve a promotion?
  • 10. Do you promote your work and yourself at work?
Get your results directly to your email:
** Please answer all questions **

If getting promoted is important, don't skimp on preparing for your annual review

The information you can get during your annual performance review is extremely important for your career. Most reviews begin with a general  snapshot of your performance from the previous year. But you can get a lot closer towards your tempting career advancement out of an annual review, especially if your goal is find out how close you are to that next promotion.


But let’s face it. Most of us enjoy annual reviews as much as after school detention. We feel so uncomfortable that even if we’re given sound career advice we might decide to follow, the negativity we feel usually prevents us from taking real steps. In fact, while 89% of us leave reviews determined to make a significant change, only about 30% actually do anything about it. The other 11%? They claim that what was said in the review has little to do with them.  


So what’s causing all of this review angst and what can be done about it? Read on.


1.    Lack of belief

Not in a higher power - in your boss. For whatever reason, you just can’t bring yourself to believe what your boss is telling you. Maybe they’ve been lax with the truth in the past or maybe there’s just something you can’t put your finger on. Whatever it might be, the result is that you approach your annual performance review with low energy and little motivation to learn anything.


So here’s what you have to do:

Plan a research agenda by first gathering as much information as possible that’s relevant to your next promotion and then preparing a list of questions. When your boss has finished the review, begin asking your questions and don’t let up until you have satisfactory answers. This, in effect, will turn the tables and provide you with an active role in the review, rather than just a victim of someone you don’t trust.


2.    Quality control

The quality of the annual performance review is due partly to the process itself and partly to your boss (discussed above). If you feel that the review isn’t hitting the points you expected, then you’re likely to lose faith in it right away. Add to this that your boss might be feeling the same way and therefore is trying to run through it as quickly as possible. Needless to say, there’s not much quality that can result from any of this.


So here’s what you have to do:

Come with questions. Lots of them - especially ones that require more complex conversation. In this way, you upgrade the review process from something very shallow to a meaningful experience. And if the review goes overtime, schedule a follow-up session to continue talking - off the books, so to speak. It’s in your interest to find out as many avenues for improvement as possible, so that you can stay on the promotion track towards tempting career advancement.


3.    Rewind

Sometimes, it seems as if your annual performance review has been watered down to a script your boss is obligated to read to you. It’s no surprise that we often walk away from such situations, wondering just how much thought was put into the process.


So here’s what you have to do:

Don’t let your boss get away with reciting your review and then moving on to the next person. Ask for a rewind - a review of the most important points. This will urge your boss to prioritize the points - so that you’ll understand which ones should be dealt with immediately. In this way, your boss has provided you with input and you can then form an action plan to address it.


4. Baby steps

It can be hard to put what you’ve learned into practice - and therefore sometimes you just might not want to hear it at all. Getting so much information and trying to somehow practically apply it can be an overwhelming experience for everyone. And the more time that passes, the less the chances you’ll actually be able to apply anything you’ve learned.


So here’s what you have to do:

Don’t take it upon yourself to make sweeping changes. When you try to bite off more than you can chew, you choke. Instead, try to break down the changes into manageable baby steps - steps that you can monitor and add to when you feel comfortable. After six months or so, check in with yourself to see if you’ve made progress and adjust accordingly.



An annual performance review, for many reasons, is not a day at the beach. By understanding what you’re uncomfortable with, you can begin to help shape it to meet your own needs - and progress one step further towards your corner office.



Good luck!


And always remember:


Great managers are made. Not born.

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