Writing performance reviews for a team you hardly know feels like a trap laden with recency bias and potential unfairness. To navigate this, you must stop acting as a judge of the past and start treating the review as a plan, not a verdict.
This guide covers how to curate evidence from multiple sources, use the SBI model to remove bias, and structure the conversation to build trust without a long history.
1. Name the Constraints Explicitly
Stepping into management means balancing credibility with humility. You inherited goals you didn't set, and you have observed only the last few sprints.
Name this explicitly to lower defensiveness.
"I joined midway through this cycle, so I am leaning on multiple inputs - your self-reflection, peer feedback, and artifacts - to build a fair picture."
This reframes you from "judge" to "curator of evidence." It invites collaboration rather than fear.
2. Curate Evidence, Don't Trust Memory
Fairness starts with evidence, not impressions. If you rely on your memory, you will fall victim to Recency Bias (overweighting the last month) or the Halo Effect (letting one trait color the whole picture).
Where to find the truth:
- Artifacts: Code reviews, design docs, and ticket history.
- Peers: Feedback from cross-functional partners.
- History: Notes from the previous manager.
You do not need years of observation to recognize strengths; you need curiosity and forensic attention to detail.
3. Write with the SBI Framework
Poorly framed feedback can decrease performance. To avoid this, use the Situation-Behavior-Impact (SBI) model to stay objective.
The Formula:
- Situation: "During the product launch..."
- Behavior: "...you coordinated multiple stakeholders..."
- Impact: "...which reduced revisions by 20%."
Avoid adjectives like "responsible" or "enthusiastic." Describe the observable action and the result. This keeps the review factual and defensible.
4. Build Trust Before the Meeting
A tough review delivered into a relationship without trust will bounce. You must build equity early through small, consistent interactions.
The Listening Tour: In your first weeks, hold quick 1:1s. Ask what energizes them and what "great" looks like in their role.
The Co-Ownership: Ask for their self-assessment and draft goals before you write a single word. Two-way dialogue teaches you more than one-way judgment.
5. Deliver a Design Discussion
The goal of the meeting is to help the employee leave the room clearer, not smaller.
Begin by setting intent: "My goal is to share what I’ve seen and leave with a plan we both believe in."
Then, invite them to speak first.
Asking for their perspective shifts the tone from evaluation to collaboration. Remember: A review is a plan, not a verdict.
6. Operationalize the Loop
The best review isn't an annual event; it is the first step in a cycle. Continuous feedback turns evaluation into evolution.
The Rhythm:
- Quarterly: 20-minute mini-reviews to recalibrate scope.
- Weekly: Micro-feedback in 1:1s using SBI.
- Async: A shared doc with running highlights and next steps.
You are still building your dataset. A steady drumbeat of small observations compounds into a rock-solid foundation for the next cycle.
Closing Thoughts
Your first review cycle can either feel like bureaucracy or become the moment your leadership takes shape.
Lead with evidence, not guesses. Write with specificity, not labels.
You may not have a long history, but if you treat the review as a plan, not a verdict, you start building a history worth remembering.
Do This Next: The New Manager Review Checklist
Prepare for your upcoming reviews with these four steps.