Even before I opened the email, I knew it was bad news. Subject: year-end review.
“He needs to speak with you,” his assistant wrote. Though the deadline for reviews had passed months before, she seemed almost frantic, trying to schedule a call before the end of the week. He was in another city, and it was after 10pm there when he spoke to me on my mobile.
This is a true story. I write it not to solicit sympathy or embarrass anyone. Instead, my purpose is to show how management processes, however well-intended, have devolved into lotteries of a kind. Some win, most lose.
It was only years later that I learned I could change the game.
In every firm I’ve worked in, there’s a similar process. You agree on objectives with your manager, review progress in the middle of the year, and get a formal review at the end of the year. To ensure the firm pays top performers and gets rid of low performers, the year-end ratings have to fit a curve. On the surface, it all seems reasonable, systematic, and fair.
In practice, though, behind all the spreadsheets and numbers, there’s an intensely human calculus. I’ve had years where I performed poorly but had powerful sponsors and got good reviews. It’s when your connection to your manager is weak, or the network you have isn’t powerful, that you’re at risk.
A friend compared this style of management to a wolf-pack, with leaders picking on the weak, allowing the other wolves to keep going, happy it wasn’t them who was sacrificed.
I happened to be the weak one that year. The person I had been reporting to had left earlier in the year and our team’s fate was now uncertain. We used the word “exposed.” One colleague resigned right away. Referring to rats leaving a sinking ship, he told me “This rat can swim.” Others, like me, stayed on board.
The reason for the late-night review via telephone was that the next day was when our compensation would be announced. I presume someone needed to tick a box, perhaps afraid of a lawsuit. I imagine a person in HR exhorting managers “Did you communicate to all your poor performers?” I imagine she kept a list.
The conversation didn’t last long. He was earnest, saying he wanted me to succeed. But what was success? Was he even aware of what I did? How did my work compare to others? Why single me out this year and not others?
I never asked those questions. I never asked him about the objectives I was ostensibly being rated against. I knew it was pointless.
It was years ago, but I still remember hating the firm and the system. I remember feeling ashamed.
Ironically, not many years after my bad review, it was my boss’ turn to be the weak one after he got a new manager. I wonder if he had a similar conversation, if he felt it was unfair.
It’s only now that I see the futility of taking it all so personally. My boss, my colleagues, and I were all trapped by processes that promoted internal competition, politicized the environment, and systematically propagated mediocrity and unfairness. It’s why PwC, a major consultancy regarding HR practices in large organizations wrote:
“There’s a growing school of thought that our traditional tools for managing employee performance are outdated and in need of a radical reboot.”
You could wait for firms to change their practices. Or you could work in such a way that you build a better network now, one that gives you access to people and possibilities without having to ask for permission from your boss.
If I get a poor review in the future, I won’t be angry and I certainly won’t be ashamed. I’ll acknowledge the setback, reach out to my network, and keep going. Never again will I cede the power over my career and my happiness to someone else. You don’t have to either.