Updating the dreaded performance appraisal

Posted on 24th February 2026

With the year in full swing and performance appraisals underway in many organisations, let’s consider two possible scenarios: one based solely on predetermined competencies, and one incorporating strengths and communication styles.

The competency-based appraisal

Let’s say you have been demotivated for the past three months. You have stopped communicating and sharing information and have had a negative impact on those around you. You are disengaged.Your line manager observes this and gives you a low performance rating. Based on a narrow set of standardised competencies and your manager’s perceptions, you are deemed not to have met expectations.

Incorporating strengths and communication styles into the appraisal

Let’s say your manager sees your behaviours but also recognises that you have strengths in Analysis, Detail, Clarity and Outcome Focus. Not having the opportunity to exercise these strengths, for whatever reason, has likely resulted in you feeling demotivated. This could be due to the environment you are in, or a mismatch between you and your manager.

Your manager recognises these circumstances and incorporates your strengths into the performance conversation to identify ways to achieve better outcomes. This might include making provisions for clearer communication or greater outcome focus. It could also involve providing space and resources for you to play to your strengths in Detail or Analysis in your work.

This scenario shifts the balance:

from focusing on a narrow set of competencies to incorporating individual strengths and communication styles
from focusing on outputs to focusing on outcomes
from focusing on the appraiser’s biases to focusing on the appraisee

Whether you are the performance appraiser or the appraisee, how might you incorporate strengths and communication styles into your next performance discussion?