Performance reviews should be more than just an annual exercise—they should be a valuable opportunity for professional growth. Regardless of the specific performance management structure your company uses, there are some key strategies that can help ensure these conversations are meaningful… rather than simply being an awkward annual routine. 

These techniques benefit managers guiding their teams, but they are equally valuable for employees looking to "manage up" and advocate for the support they need. Even if your performance review cycle has already passed, consider implementing these approaches to foster continuous growth and development.

Create Clarity About What’s Required at the Next Level

According to our annual survey of K-12 ed-tech leaders, nearly half (45%) of all VPs and Directors report not receiving sufficient guidance from their manager on how to reach the next level. Managers should provide clear rubrics outlining strong performance in each team member's current role and what distinguishes someone as ready for advancement.

Here’s an example of what a performance rubric might look like.  Notice the difference between emerging leaders, proficient leaders, and leaders ready for advancement. Emerging leaders focus on executing within their function, reacting to challenges as they arise, but have a limited ability to work cross-functionally. Proficient leaders take a more strategic approach, effectively managing across within their own department, and use data to make informed decisions. The leaders who are ready for advancement are adept at managing across and influencing company decisions, they anticipate industry shifts, and build scalable and sustainable systems and processes.

Establish a Meeting Cadence for Ongoing Feedback

In order to support professional growth, managers should be providing feedback to their employees on a frequent basis. Yet, among K-12 ed-tech companies, 71% of VPs and Directors reported receiving constructive feedback only a few times per year. Supporting your team members growth objectives requires consistent support, feedback, praise, and course correction. 

A recent Gallup report highlights that “a more meaningful—and approachable—way to give feedback is quickly and frequently.” In fact, 80% of employees reported higher engagement levels when they received feedback in the past week.

Managers and employees should establish weekly or biweekly check-ins to ensure consistent feedback loops. You might even consider alternating between meetings focused on working “In the business” vs. “On the Business” to create a balance between tactical and strategic work.

The Content and Quality of Feedback Matter

Less than half (47%) of K-12 ed-tech VPs and Directors find their manager’s feedback helpful, often because it lacks clarity, context, or frequency. Once a performance rubric is established, feedback should align with those expectations, providing concrete examples of observed behaviors and outcomes.

This frustration regarding performance feedback isn’t limited to employees who are struggling in their roles. High performers frequently express dissatisfaction with vague praise like “keep it up” or “just keep doing what you’re doing.” While well-intentioned and positive in tone, such feedback lacks substance and doesn't help high performers to advance. A Harvard Business Review article by diversity strategist Rocki Howard suggests reinforcing high performers’ strengths by offering specific examples of their positive impact while also identifying areas where they can elevate their performance further.

Create Opportunities to Demonstrate Capabilities

Reaching the next level of leadership requires employees to build a track record of accomplishments that qualify them for advancement. Mentors play a critical role by assigning meaningful projects and high-profile opportunities that prepare emerging leaders for future roles. However, research by Korn Ferry (2017) and McKinsey (2024) highlights that women and individuals from historically marginalized groups are less likely to be assigned these career-advancing opportunities.

Managers should be intentional about identifying high-impact initiatives that align with employees’ growth plans. They should also communicate these assignments' significance to peers, ensuring broader support and recognition for those stepping into leadership roles. This simple act of publicly empowering these leaders can have a tremendous impact on their likelihood of success. 

Support Continued Skill Development

In 2025, almost all (95%) C-level ed-tech executives intend to invest in professional development to strengthen their team’s leadership capacity. The vast majority (70%) will focus on fostering deeper managerial expertise. However, supporting leadership growth requires having a clear plan for how you will plan to invest in your leaders’ development with a focus on the right kinds of skills.

As you consider ways to develop high-potential leaders, providing access to professional peer groups—such as the Ed-tech Leadership Collective’s Leadership Forum programs—can be invaluable. Engaging with peers who face similar challenges can provide a venue to unpack common challenges, share best practices, and offer encouragement. Ultimately, this helps support critical thinking, innovation, and confidence.

Final Thoughts

Performance reviews should be more than a once-a-year evaluation; they should be a key milestone of ongoing professional growth. By fostering clarity on advancement criteria, maintaining a regular feedback cadence, creating meaningful advancement opportunities, and investing in skill development, both managers and employees can transform performance reviews into a launching point for leadership development and career progression.

About the Author

Collin Earnst is the founder and managing partner of the Ed-tech Leadership Collective, an organization focused on creating an environment where high-performing executives can amplify their impact and enrich their leadership journey. The Collective provides executive coaching and professional peer groups designed specifically for leaders at key points in their career.