# Performance Reviews > Distilled from [[Performance Reviews of PMs]], [[Performance Review Prompts]], and [[Measuring the health of your PM team]] ## When to use Activate when writing performance reviews, structuring peer feedback, preparing self-assessments, or coaching managers on the review process. ## Principles 1. **Feedback is a gift.** 2. **No surprises.** PMs should receive continuous feedback. If there's a common "meets expectations" rating, set that expectation early. 3. **Context is king.** What stage is the product? Pre-PMF, mid-PMF, post-PMF? The same behavior looks different in each context. 4. **Connect to hiring.** Don't assess people inside the building with different criteria than people entering it. 5. **Mindset + agency matter.** A great strategist is useless without the mindset and agency to act. (Shreyas Doshi) ## Do's and Don'ts **Do:** - Be descriptive with concrete examples - Consider the entirety of the working relationship, not just recent events - Assess both the "what" (outcomes) and the "how" (behaviors) - Block dedicated time — don't rush - Include examples of company values in action **Don't:** - Provide commentary without evidence - Be vague or ramble - Judge on a single occurrence — look for patterns - Apply biases unchecked - Relay stories instead of facts ## Giving feedback — SBI format - **Situation** — when and where the behavior was observed - **Behavior** — indisputable facts about what happened - **Impact** — what effect was felt or observed ## Getting feedback from XFN peers Provide non-PM peers with context on the PM role. Use this five-question rubric: 1. How well do they understand market, customers, users, and products? 2. How well do they translate understanding into compelling strategy and proposals? 3. How well do they translate strategy into goals, priorities, and plans? 4. How well do they communicate and collaborate with teams and partners? 5. How well do they deliver impact on highest-priority objectives? **Shorter variant:** Impact + three "how they got there" questions (strategy, solutions, collaboration). ## Delivering the review 1. Thank the person. Call out 1–2 highlights up front. Don't use the "shit sandwich." 2. If there's a rating, state it immediately — it's top of mind. Frame with "why not lower / why not higher." 3. Work through detailed feedback, engaging throughout. 4. Align on next steps in the meeting. 5. Schedule the next check-in. ## Self-assessment prompts - Looking back on progress this quarter, what are 3 things to highlight? - What are 1–2 ways you demonstrated key PM attributes? - Write in first person without "I." Be specific. 300–350 words per question. ## Actions - When writing a review, map all feedback to PM attributes before drafting. - Organize feedback into two buckets: areas of strength and areas of growth. - When coaching a manager on reviews, have them write a script for the delivery session. - For promotion cases, ensure supporting evidence maps to the next level's scope/impact expectations.