The Exact System for Taking Control of Your Performance Reviews
How to run monthly performance conversations, map your influence network, and build the reputation that drives promotion
Dear Future Leaders,
In the last post, I shared how I learned that your manager controls only 5% of your promotion while the other 95% comes from what others say about you. Now let me show you exactly how to take control of that 95%.
This is the tactical framework for running performance conversations that actually advance your career.
How to set up and run monthly performance conversations
Most engineers wait for their manager to schedule performance discussions. That’s a mistake. Your manager won’t do it unless you make it happen.
Send this email to your manager:
Subject: Monthly performance sync request
[Manager name],
I’d like to schedule a brief monthly performance conversation separate from our regular 1:1s. The goal is to get ongoing feedback on my progress toward [next level/promotion goal] so there are no surprises at year-end.
I’m proposing 15-20 minutes once a month to discuss:
Progress toward my development goals
Areas where I can improve
What you need to see from me for advancement
Would [propose 2-3 specific dates/times] work for our first sync?
Best, [Your name]
Most managers will say yes because it makes their job easier at review time.
Some will push back. If they refuse or keep rescheduling, that tells you something important about whether you have a path forward with them.
Once you have the meeting scheduled, come prepared with this structure:
Your preparation checklist
List your accomplishments from the past month with quantified business impact
Identify one challenge you faced and how you handled it
Prepare 2-3 specific questions about what your manager needs to see
Bring examples of work that demonstrates next-level capabilities
The questions you ask make all the difference. Ask things like:
“What specific skills or behaviors do I need to demonstrate to be ready for the next level?”
“When you think about people at that level, what do they do differently than what I’m doing now?”
“Are there any concerns about my readiness for advancement that I should address?”
“Who else should I be building relationships with to support my growth?”
These questions force your manager to give you specific, actionable feedback instead of vague responses like “keep doing what you’re doing.”
Monthly conversations with your manager are just the beginning.
Remember, your manager only controls 5% of your promotion. Now you need to figure out who controls the other 95%.