Performance review season is a stressful time of year. As a leader, it can be a struggle for you to properly describe a behavior exhibited by an employee, so we tried to make it easier by listing over 100 performance review phrases below. They are grouped by category to make it easy to find inspiration and not get in trouble with HR.
At Friday, we make it easy to have regular conversations, so you don’t have to bottle up your feedback for a review and performance appraisal that happens once a year. See our playbooks for success. You should not delay important conversations. We strongly recommend having regular 1-1s and establishing a feedback loop. Don't kick the can down the road.
Second, please make sure when completing a performance review that you outline behaviors, not personality traits. Behaviors can be changed. Also make sure you document the behavior. Ideally, you bring it up in-the-moment vs. a performance review.
With the disclaimer out of the way, here's a list of canned performance review phrases to give you some inspiration. For the love of everything, please don't copy these phrases verbatim.
You owe it to your employee to put some time into this process and consider their overall performance. If you want to learn how to effective run a performance review, you should read High Output Management.
Before we dive in take a look at these performance review templates!
1. Is an active and focused listener
2. Makes sure the team feels heard
3. Creates healthy dialogue to help the best solution come forward
4. Listens with an open mind
5. Demonstrates a sincere appreciation for opposing viewpoints
6. Actively seeks feedback, even when it’s not in agreement
7. Asks insightful questions to understand the root cause
8. Empathizes with others who have opposing viewpoints
9. Follows instructions with care and attention
10. Asks questions that show he/she is not actively listening to the conversation at hand
11. Is distracted easily and doesn’t fully absorb another person’s point of view
12. Interrupts peers
13. Constantly interjects into conversations
14. Dismisses other people’s ideas who she/he doesn’t agree with
15. Stops listening when presented with an opposing viewpoint
16. Is effective when handling large amounts of data
17. Produces high-quality work that is well documented and detailed
18. Is capable of working independently from day one
19. Is a strong team player
20. Is well organized, and can effectively implement projects from start to finish
21. Can make independent decisions when necessary
22. Demonstrates good time management skills
23. Can adapt his/her schedule to meet the needs of the business
24. Has excellent follow-through skills, and is always on time with deliverables
25. Shows ability to be proactive in identifying tasks that need to be completed
26. Does not show an aptitude for number crunching and data entry activities
27. Has difficulty following through with tasks that require a high amount of organization and time management
28. Seemed to have trouble getting organized this week
29. Demonstrates disinterest in the administrative aspects of the job
30. Has trouble with filing, record keeping, and other administrative tasks
31. Is less than eager to complete documentation-related work
32. Is often late, which negatively impacts project completion timelines
33. Is punctual and consistently on-time to meetings
34. Arrives at meetings on time and is always prepared
35. Attained perfect attendance over $time_period
36. Schedules time-off according to company policy
37. Completes deadlines as promised
38. Does not meet attendance standards for punctuality
39. Has exceeded the maximum number of vacation days allotted
40. Is frequently late to work
41. Does not return communications in a timely manner
42. Is a quick study
43. Learns from mistakes
44. Is willing to hear constructive criticism
45. Accepts coaching well, and does not become defensive when given negative feedback
46. Takes responsibility for own mistakes and failures
47. Demonstrates a willingness to improve performance in the face of negative feedback 7. Asks questions about the most effective way to approach new activities
48. Asks for clarification when he or she is unsure how to correctly complete a task or activity
49. Demonstrates self-awareness and willingness to improve in areas where he or she is lacking
50. Is sensitive to the fact that there is always room for improvement, both personally and professionally
51. Seeks individual coaching only when an area of weakness has been identified by someone else
52. Demonstrates lack of awareness regarding his or her own deficiencies as a team member or employee
53. Regularly gives constructive feedback
54. Is willing to entertain others ideas
55. Asks great questions
56. Explains tough issues in a way that is clear to the rest of the team and direct reports
57. Is not afraid to say “I don’t know” when presented with a tough question.
58. Is effective at summarizing and communicating key business decisions.
59. Stands out among his/her peers for outstanding communication skills
60. Is effective at persuading and convincing peers, especially when the stakes are high
61. Is an effective listener, always willing to listen and understand peers objections
62. Makes new employees feel welcome
63. Acts as a calming force when the team is under pressure
64. Blames others for problems
65. Complains of lack of resources to adequately complete job functions
66. Fails to alert proper personnel regarding bad news
67. Regularly engages in off-putting conversations, can be territorial at times
68. Humiliates staff members on a regular basis
69. Has trouble communicating effectively in groups
70. Has other coworkers deliver bad news instead of doing it himself/herself
71. Makes others feel intimidated when working on company projects
72. Is easy to work with, and encourages others to work together as a team
73. Is supportive of coworkers, even in the face of conflict or adversity
74. Supports group decisions even when it is not his/her preferred course of action
75. Fosters a cooperative atmosphere
76. Is a team player who does not put personal goals ahead of the greater good of the group
77. Is receptive to ideas from peers and willing to adapt his/her own behaviors in response
78. Frequently expresses frustration with coworkers when they are too slow, or do not complete their tasks in time for the next project phase to begin on time
79. Frequently comes late to meetings and disrupts workflow for other workers
80. Takes credit for the work of others, especially when it is not deserved
81. Does not share information with colleagues if they do not ask for it directly
82. Thinks outside the box to find the best solution to a particular problem
83. Is creative and finds ways to correlate ideas with action
84. Artfully changes when presented with new information and ideas
85. Is always willing to directly challenge the status quo in pursuit of a more effective solution
86. Contributes fresh ideas regularly
87. Encourages coworkers to be inventive
88. Contributes innovative ideas in group projects
89. Contributes suggestions regularly on how to improve company processes
90. Demonstrates disinterest in contributing creative or innovative ideas
91. Is rigid and unwilling to adjust when presented with new information
92. Fails to properly attribute coworkers who contribute innovative solutions
93. Seems unwilling to take risks, even when presented with a compelling reason
94. Fails to incentivize peers to take creative and innovative risks
95. Is reluctant to find more effective ways to do job activities
96. Works effectively with clients
97. Has strong rapport with those he/she interacts with
98. Enjoys the people related aspects of the business
99. Is pleasant and projects a friendly tone over the phone
100. Has become a linchpin with clients
101. Consistently spearheads effective customer relations
102. Is empathetic towards customer issues
103. Is direct, yet helpful in dealing with customer concerns
104. Displays an effective cadence when working with clients on projects. Is effective, not overbearing
105. Artfully helps customers overcome objections
106. Can handle difficult customers with grace
107. Consistently receives substandard comments from customers
108. Appears disinterested in helping customers with their challenges
109. Does not manage customer expectations, especially in tough situations
110. Consistently passes challenging issues to others instead of tackling them head-on
111. Misses opportunities to further educate customers about other products or services.
112. Uses inappropriate language with colleagues or customers
113. Appears to become frustrated by clients who ask questions
114. Displays sarcasm when dealing with client challenges
115. Is a good delegator, even with those who don't report directly to him/her
116. Is able to delegate tasks and responsibilities effectively to appropriate team members 3. Is able to delegate work without micromanaging
117. Is able to delegate work while maintaining the vision of what is to be accomplished
118. Is able to delegate work to teammates without fear of losing control
119. Demonstrates trust in subordinates, allowing them the freedom to make decisions
120. Designs delegation strategies which provide opportunities for staff members to grow and develop
121. Seems unwilling, or unable, to give up control of work activities completely when delegating tasks
122. Appears hesitant about allowing subordinates the freedom needed in order to complete delegated tasks successfully
123. Does not seem confident when delegating tasks or responsibilities; does not inspire confidence in subordinates when delegating work
124. Constantly identifies more efficient ways of doing business
125. Is accepting of constructive criticism
126. Is a well-versed team player capable of handling a variety of assignments
127. Is calm under pressure
128. Is a calming force, especially with [his/her] peer group
129. Shows initiative, and is flexible when approaching new tasks
130. Does not excel at activities which require a high degree of flexibility
131. Tends to resist activities where the path is unknown
132. Appears uninterested in new duties
133. Becomes uptight when the plan changes
134. Is effective at goal-setting and challenging oneself
135. Clearly communicates goals and objections to coworkers
136. Is constantly striving to be the best he/she possibly can be
137. Sets concrete and measurable goals
138. Sets aggressive targets to meet business objectives
139. Creates clearly defined goals that align with the company’s mission
140. Proactively shares progress on goals
141. Is inconsistent in defining goals and objectives
142. Struggles to set goals that align with company objectives
143. Sets performance goals that are out of touch with reality
144. Struggles to communicate when deadlines will be missed
145. Leaves peers struggling to understand the status of a project
146. Refuses to delegate to others, attempts to do all the work by himself/herself
147. Is unwilling to claim responsibility for missed goals
148. Is easily distracted and disinterested in focusing to achieve performance goals
149. Finds creative ways to solve problems and improve processes
150. Is an idea generator, and finds innovative ways to accomplish tasks
151. Contributes new ideas to team project discussions regularly
152. Contributes new ideas at staff meetings
153. Contributes well-thought out suggestions for company improvements
154. Evolves process improvement ideas in staff meetings
155. Thinks outside the box when presented with a new challenge
156. Tends to react negatively when presented with a new problem or challenge which requires innovative thinking
157. Fails to offer new solutions even when presented with a compelling reason to do so 10. Has difficulty coming up with creative ideas, even when prompted by supervisor
158. Fails to recognize that all employees should contribute innovative ideas for improvement of company procedures and processes
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159. Is a good communicator with [his/her] peers, requiring little or no direction in how to communicate
160.Is a strong team player who thrives on teamwork
161. Has the ability to diffuse conflict among peers
162. Has the ability to resolve emotional situations quickly and efficiently
163. Is able to hear and accurately interpret verbal and nonverbal cues from peers
164. Has the ability to diplomatically handle difficult situations with peers
165. Has the ability to ensure that [his/her] peers are satisfied with a decision made by a superior
166. Is able to effectively communicate across cultures, geographical regions, etc.
167. Utilizes peer feedback to make improvements in [his/her] interpersonal skills
168. Is an active listener that is sensitive to both verbal and non-verbal cues from peers 22. Has the ability to approach every situation with confidence
169. Fails to appropriately respond when receiving negative feedback from coworkers 24. Fails to ask for clarification if [he/she] does not understand what a coworker is trying to tell [him/her]
170. Does not use constructive criticism from peers in an effort to improve performance at work or in school
171. Does not take initiative or act on positive suggestions given by coworkers68. Uses abrasive language when interacting with peers
172. Displays defensiveness when receiving constructive criticism
173. Appears uncomfortable when asked questions during group discussion
174. Shows sound judgment when evaluating multiple opportunities
175. Comes to reasonable conclusions based on information presented
176. Is fact-based, and refuses to accept emotional arguments when evaluating a decision
177. Remains calm, especially under stress
178. Balances swift decision-making, with the ability to analyze the many angles to a story
179. Is confident and persuasive when making big decisions
180. Consistently understands the core issues at play, enabling him/her to solve problems at a remarkable pace
181. Makes confident decisions when presented with facts and data.
182. Effectively prioritizes urgent matters with those that can wait
183. Effectively outlines the best case (and worst case) scenarios to aid decision-making
184. Makes hasty decisions without first collecting facts & data to inform the decision-making process
185. Consistently displays analysis paralysis when making a decision
186. Makes big decisions without approval from respective parties
187. Is unable to keep confidential information private
188. Approaches decisions with a one-track mindset. Has a “my way or the highway” view of others ideas.
189. Is a servant-leader, always willing to help his/her team
190. Gives structure, feedback, and direction to his/her team
191. Consistently recognizes his/her team for a job well done
192. Actively listens to his/her team
193. Creates a culture of dialogue
194. Recognizes staff for a job well done
195. Provides just enough conflict to find the best outcome
196. Balances the strategy of the organization with tactical day-to-day tasks
197. Demonstrates a high bar for ethical behavior
198. Tends to overanalyze problems when a prompt decision is required
199. Fails to plan for the future
200. Sends mixed signals to the team regarding goals and day-to-day activities
201. Rarely gives recognition to his/her team
202. Sets an unreasonably high expectation for his/her team
203. Fails to keep confidential information secret
204. Plays favorites and does not treat each member of the team equally
205. Shows interest in learning new skills and expanding knowledge base
206. Is willing to take risks to gain new skills and knowledge
207. Consistently seeks out professional development opportunities
208. Demonstrates a desire to learn from peers rather than simply teaching them
209. Is able to learn from past mistakes
210. Consistently seeks out new experiences
211. Rarely uses past experience as a guide for decision making in new situations
212. Does not appear willing to take risks to gain new skills and knowledge
213. Fails to understand the value of taking risks to gain new skills and knowledge
214. Has difficulty accepting criticism
215. Does not like to be told what to do, when, or how to do it
216. Is self-motivated
217. Manages time well
218. Sets attainable goals and objectives
219. Is able to effectively prioritize amongst competing demands
220. Is a good negotiator, able to get people to agree to new ideas or actions
221. Communicates clearly and delivers messages in concise, effective ways
222. Recognizes the contributions of peers and subordinates
223. Assigns challenging but appropriate tasks to staff, and provides adequate resources to ensure successful completion of assignments
224. Has difficulty being firm when needed with staff who are underperforming or inefficient
225. Fails to reward subordinates for hard work or for delivering results on time
226. Perceives subordinates as too personal and not business-like in their approach to work relationships
227. Views employees as a cost center rather than an asset for the company's future growth and profitability
228. Constantly pursues learning opportunities
229. Consistently takes on additional responsibility for the team
230. Successfully finds more effective ways to perform a specific task
231. Is constantly looking for new ways to help the team
232. Is always willing to jump in and learn something new
233. Requires little direction when given a new responsibility
234. Is not afraid to take calculated risks
235. Is not afraid to make periodic mistakes
236. Is unwilling to assume responsibilities outside of his/her job description
237. Frequently sows seeds of doubt with the rest of the team
238. Resists opportunities to train and learn new things
239. Contributes few suggestions to projects with ambiguity
240. Can be overzealous, stepping on others’ toes
241. Seems unwilling to learn new things
242. Struggles to do tasks without assistance from peers
243. Is a careful planner, and always considers the end result of [his/her] actions
244. Creates detailed plans to ensure [his/her] work is done efficiently and effectively
245. Does not leave any loose ends when completing assigned tasks
246. Is able to accurately predict the outcome of [his/her] actions
247. Is an effective time manager
248. Sets realistic deadlines for [his/her] work, and does not procrastinate
249. Does not waste time, and completes [his/her] work efficiently
250. Is organized, and keeps notes or files with information that may be needed in the future
251. Has difficulty deviating from a previously established plan when new information is revealed
252. Does not demonstrate much concern for the long-term effects of [his/her] decisions 11. Is slow to start working on an assignment until all details are ironed out
253. Has difficulty making quick decisions under pressure
254. Waits until last minute to begin work on an assignment, and becomes stressed during crunch time
255. Appears disorganized, even though [he/she] is very organized in reality
256. Appears to lack organization skills in front of peers and upper management
257. Is unable to prioritize tasks appropriately based on urgency and importance 80. Is constantly late with assignments and projects
258. Sees problems as challenges to be overcome
259. Brings ideas to the table when discussing problem-solving
260. Is able to pressure test his/her own ideas in a calm but assertive way
261. Is able to persuade others that [his/her] solutions are the best course of action
262. Is able to persuade others with [his/her] ideas
263. Sets up a system for tracking problems and their solutions
264. Uses a variety of techniques to solve problems, and is willing to try new approaches 8. Puts in extra time to ensure that problems are solved completely
265. Is able to explain the rationale behind [his/her] solution to a problem
266. Demonstrates effective leadership skills when solving group problems
267. Demonstrates disinterest in pressure testing ideas with others
268. Does not set up a system for tracking problems and their solutions
269. Fails to take action when a problem is raised
270. Fails to explain the rationale behind [his/her] solution to a problem
271. Does not optimize use of time when working on difficult problems
272. Does not solve problems in an efficient manner
273. Is not adept at persuading others to buy into [his/her] ideas
274. Fails to persuade others that [his/her] solutions are the best course of action
275. Is unable to pressure test his/her own ideas in a calm but assertive way
276. Handles multiple assignments and projects well with limited supervision
277. Is able to manage numerous assignments with great speed and accuracy
278. Can effectively prioritize work so that the most critical assignments receive attention first
279. Manages his/her time in a highly effective manner
280. Is able to complete assignments even with extended deadlines
281. Displays a strong ability to manage multiple assignments and projects simultaneously
282. Does not meet deadlines, even when given ample time
283. Has difficulty balancing multiple assignments and projects
284. Does not manage his/her time effectively
285. Fails to effectively prioritize work so that the most critical assignments receive attention first
286. Displays a tendency to allow personal issues affect work performance
287. Has a strong understanding of job responsibilities
288. Regularly alerts management of key developments in his/her job function
289. Has deep knowledge that surpasses job expectations
290. Regularly contributes and works with other departments
291. Crafts an extensive network of peers to tackle tough issues
292. Shares knowledge with peers
293. Is constantly sharing industry trends and best practices to create outsized outcomes
294. Is adept in all areas of job responsibility
295. Has little understanding of the competitive landscape
296. Has difficulty locating necessary information to complete job responsibilities
297. Produces many unnecessary errors
298. Produces substandard work
299. Fails to demonstrate a strategic mindset
300. Does not demonstrate mastery of basic concepts in the role
That’s all for now. We’ll continue to update this list of phrases in the future. Again, we strongly recommend offering continuous feedback with your team vs. waiting for an annual performance review. Also, offer an action plan to help all parties navigate difficult situations.
