You feel that doing your job would be enough to give you the performance rating you deserve.

You might want to re-think that.

Managers don't have enough time and have too many people reporting to them to remember everything you did to help them. Plus, companies standardize the performance review so they reduce the potential for lawsuits - and their payroll budget.

The result is a performance review that favors the company - not you.

Most employees don't help their cause either: they meekly accept goals that are not good for their skills. They fail to report their status in a way that shows their accomplishments. And then write a poor self-review -- if they write one at all.

They leave their performance review rating to the fate of their manager and hope for the best.

For some, they think knowing how to write a performance review doesn't matter. For others, they don't know how to build goals, report their work and write their performance self-reviews. Their company didn't teach them. Why would they?

Your coworkers don't know how to write a performance review

Look, I've been a manager for fifteen years of my career. I've supervised anywhere from 4-22 people at one time. Do you think I remembered all the cool things my people did during the course of the year so I could write the evidence needed to prove their performance rating? I'm good. But not that good.

Instead, I asked my people to write a self-review so they could help me get them the performance rating they deserved. And now many companies ask their employees to do the same thing.

You know what's crazy?

Employees write crap for their self-reviews. Of the hundreds of self-reviews I've personally seen, less than a handful -- a handful -- even get close to presenting the work done in a way that gives them a shot at the highest performance rating possible.

If companies actually taught you how to write a performance review, you'd have all sorts of evidence to show your work deserving a bigger raise than your coworkers. Plus, if you write a poor self-review, you can't escalate your poor rating from your manager to HR based on your poor self-review. HR would take one look at what you wrote and laugh you out the door. And label you a complainer while they were at it.

(Not officially, of course...)

We underestimate the importance of what we write in our self-reviews.

We don't understand the two biggest secrets of performance reviews.

We don't know how to track and show our business results in the review.

Here are the two secrets about your performance review

First, in most companies -- especially in the largest companies -- your performance rating is determined before your performance review is written by your manager. In larger companies, when you write your self-review, that's when your performance rating -- your raise, bonus, stock -- is decided.

Think about it. Performance reviews tie to pay and payroll as part of the budget process. Companies need to get the budget down cold, so they are determining the numbers associated with your raise long before you are given your performance review.

You know the other secret about performance reviews?

You start earning your performance review rating the minute the new year starts. Not by what you DO, but by how your goals are set up and maintained during the course of the year.

Companies talk about setting and implementing goals -- but they rarely have the right tools to measure your work compared to everyone else. Plus, employees do a poor job because they don't know enough about setting and implementing goals to effectively negotiate with their manager -- or avoid the traps the goals bring.

Yes, your work performance matters, of course -- but only if the work aligns with goals that make sense. Do your goals make sense? Your goal attainment will show up on your performance review. If you worked for a month on your goals and then the business shifted and you no longer work on your original goals, do you think you'll be forgiven on the performance review?

  • Your performance review rating is determined long before your review. It is because raises and bonuses are part of the budget-setting process for companies.
  • How your goals are set helps determine your rating. Negotiating your goals with your manager, tracking them, and updating them to your performance review is where most people fail on performance.
  • How you set your goals and write your self-review will determine if you get the performance rating you deserve. That's what this is all about.

To end right and get the rating you deserve, you must begin right

Most companies and their managers will give you goals to work over the course of the year. Even if they don't label them as "goals," you know that if you don't get them done, you're done.

I found that the very first thing to learn is how to set goals. How to avoid the traps that goals bring. And how to differentiate goals so that you can show a better attainment than "successful." That's where we start, too.

It starts with setting goals right.

SMART Goals are the most widely used set of goal-setting tools out there. Most will define what the acronym SMART stands for if you don't know it already. Very few, however, will show you how to setup your goals so that you can define and show a higher performance review rating by using the variables the goals can use. I do.

Even if your manager doesn't use SMART Goals, you will see how to apply the principles of SMART Goals to your situation.

It ends with writing your review right based on your accomplishments.

Then, you track your job performance over the course of the year against the goals you've set. Writing the review right is ensuring you've tracked your performance, use numbers to show that performance, and give your manager evidence so that he or she can defend your rating with their colleagues.

Yes, Cubicle Warriors know - How to Write Your Performance Review” is the answer

Finally, a product that helps you make the biggest difference possible in your performance review rating.

Performance reviews are complex and need to change with circumstances. I've broken the process down into discrete areas to learn and implement.

  1. Set up your goals right. These sections are all about setting, changing, and tracking your goals for your review.
  2. Showing you the ways to show business results on your review: results are results and they are hard to argue with when it comes time to getting your rating. And they provide evidence for your manager to defend your rating.
  3. What to write in each review section: each section of the review requires a different focus on your performance. Here's what information to put in each section.

Let's take a look at what to do with goals - here's what's included...

This section teaches you how to set up goals for your performance review. Not your normal, wide-spaced, big font e-book. But 32-pages built-in-Word with single spacing on the paragraphs separated by headings. Each part of the SMART acronym has its own special traps for Cubicle Warriors. How to write your performance review shows you these traps and how to resist each of them.

Why Goals are important

This shows how goals are used to set up what you work on during the year. And now to not work on stuff not related to your goals.

Constructing Goals

Includes the SMART Goal definitions and examples of what each of the definitions means when constructing the goals. Oh. And the traps in setting the goals!

Cascading Goals

Don't you love it when your goals have to help something corporate that you don't control? How cascading goals can work -or not - for your situation.

Goal Setting Strategies

How your job (and company) situation should inform your goal setting. Or, how to protect your rating when times go the not-so-good route.

Now for writing your performance self-review....

How to write your performance review includes 19-pages of single-spaced packed information. This includes what you should write, what you shouldn't write and showing you how your performance rating is determined.

5 strategies to maximize your rating

You need to adjust your strategy for setting up your review to match the times. When does it make sense to have more goals? When does it make sense to have less? How does having more or less criteria about your review affect your performance review rating?

Why you write your self-review

Many people are afraid to write their review and don't know how to go about it. You might think it makes no difference to your rating. Yet, how you write your self-review becomes the biggest influence for your performance rating.

Writing the goals and competencies sections 

If you have done your goals right, this part is a piece of cake. For competencies, most people talk about how they are so willing to work extra hours and help their teammates in need. You've done that before, right? Nope. You need the stuff in this section instead.

Writing the comments section

There it is, that blank section for your comments. Most people leave this section blank. Or tell the manager how swell they are and deserve a great raise. But there is a specific purpose to the comments section of your review and this section tells you what that is and how to write it.

If your manager doesn't spend a lot of time on your evaluation, your self-review will provide him or her great structure and facts to justify your rating. If your manager does spend a lot of time on evaluations, you now have the tools to avoid the performance review traps and show your performance results with the best of them.

But don't leave your income, raise and bonus to the whims of your manager. Make your case.

Instantly download How to Write Your Performance Review

The cost is $97. The goals. The self-review. All 54 pages designed to get you the rating you deserve.

100% Satisfaction Guarantee

You are fully protected by our 100% Satisfaction-Guarantee. If you don't think this helps you get the rating you deserve over the next 30 days, just let me know and I'll send you a prompt refund.

But, Scot, I've written performance reviews - why would I need this?

If you are a veteran of goal setting and performance reviews, you would understandably wonder if this product would be good for you. Let me make the case.

In my career, I've managed hundreds of employees. Employees that were brand new out of college and employees one year from retirement. Out of all of them, only a few ever got close to the level of work here and only one person ever came close to matching up to what is presented here. Only one.

That means there is lots of room to improve what we do.

On the goals side, even veterans fall for the SMART Goal traps. On the performance review side, no one really hits what results and goal attainment look like--and consistently miss the timing of when to do the work to hit the greatest time to influence your performance review rating. And even fewer present their results weekly in a way that shows they deliver results to their manager.

We do the task, cross it off our list, and move on. In today's economy, that's not going to get you to the best performance rating possible.

Think of this as a reboot for this critical function in your work and one that you need to master. The reason you need to master this job skill is because it differentiates you for the better compared to your coworkers. Oh, and if you get a better performance review rating because of it, you make more money. Opens you up to more opportunities, too, since you are the person that gets results.

Instantly download How to Write Your Performance Review

The cost is $97. The goals. The self-review. All 54 pages designed to get you the rating you deserve.

"Learning how to write your performance review and negotiating your goals is high-end career management. Most people won't learn. Cubicle Warriors will.”


P.S. The difference between a "satisfactory" rating and an "exceeds" rating on your performance review translates into a lot more than $97 in a year. Plus, if you can get stock or other perks as part of your performance review, the difference between "satisfactory" and "exceeds" -- or "outstanding" -- is huge. Don't leave your family's money on the table.