Taking Feedback and Building New Personal Performance Goals
85% of employees take more initiative when they receive feedback in the workplace 1
It’s that time of year when many companies are wrapping up annual or quarterly performance reviews. We are also still early in the year, and as we discussed in a previous article, it is not too late to set goals for this year. In fact, it's a great time to look at combining those things together and building some personal goals based on any information you receive. So, if you’re receiving formal feedback, it is the perfect time to turn that insight into action. But even if your organization doesn’t have structured reviews, or they are not happening this time of year, there’s no reason to wait to conduct a self-review. It can be just as powerful, if not more so, for building a personal development plan.
Why does this matter? Because the best leaders don’t just receive feedback, they use it. A Gallup study found that 80% of employees who received meaningful feedback in the past week are fully engaged in their work.2 This makes a strong case to model this behavior for your team, being open to feedback and making adjustments. It is just as important though to ensure you are providing regular feedback to your team. In the previous articles, Coaching for Performance: 5 Key Actions for Leaders, and How to Give Actionable Feedback That Drives Growth and Performance, I shared ideas on how you can provide the information your team needs to make their own improvements.
Too often, feedback is considered something that happens to us rather than something we actively leverage. Instead of waiting for the next performance review cycle, why not take control and use feedback, both given and self-assessed, to build new personal performance goals that will drive your success in the weeks and months ahead?
Reframing Feedback: A Growth Mindset Shift
Before spending time on goal-setting, let’s talk about mindset. Many people instinctively react to feedback with defensiveness or anxiety. But shifting your perspective can make all the difference. Feedback is not a judgment, it’s a tool for growth. In his research, Richard Boyatzis suggests that feedback focused on future improvement is significantly more effective than feedback centered on mistakes that have occurred in the past. Instead of dwelling on what didn’t go well, ask: What can I take from this feedback to improve moving forward?
Think about this mindset shift when reviewing feedback, reframe each comment into a forward-focused question. For example:
Instead of “I need to improve my communication skills,” ask, What specific steps can I take to become a more effective communicator?
Instead of “I need to be more strategic,” ask, How can I develop a more strategic approach in my daily work?
Both of these examples demonstrate both forward-looking statements, and they are more specific in what they are addressing.
Finding Themes in Feedback: What’s the Pattern?
Rather than treating feedback as a series of disconnected comments, look for patterns. Are there recurring themes in your performance reviews? Have multiple people mentioned similar areas for growth? Even in informal conversations, consistent feedback is a sign that focusing on a particular area can drive meaningful progress.
Here are three ideas for how you can organize and structure feedback for identifying patterns:
Strengths to Build On – What are you doing well that you should continue to build on?
Areas for Growth – What needs attention, and how can you address it?
Opportunities to Explore – What new skills or behaviors could set you apart?
Setting Personal Performance Goals That Stick
Once you’ve identified themes in your feedback, it’s time to turn them into actionable goals. Here’s where many people stumble. They set vague goals like “get better at time management” or “be a stronger leader.” Instead, use the SMARTER framework (Specific, Measurable, Achievable, Relevant, Time-bound, Evaluated, and Revised) to craft clear and actionable goals.
Example:
Vague Goal: “Improve my public speaking.”
SMARTER Goal: “Deliver one well-structured team presentation each month for the next six months, gathering feedback afterward to refine my approach.”
Building a System for Progress and Accountability
Setting goals is only half the battle. The real progress comes from consistently doing the work. The best way to stay on track? Build a system, not just a goal.
Ways to track your progress:
Weekly Self-Check-Ins: Every Friday, ask yourself: What went well this week? What needs adjustment? Where do I need to spend time next week?
Find an Accountability Partner: A mentor, peer, or a friend can help you stay on track and provide ongoing feedback and moral support as needed in your development journey.
Use a Journal or Tracking System: Apps like Notion, Apple Notes, OneNote, or even a simple (analogue) notebook can help you track incremental progress.
The Next Step: Owning Your Development
Building personal performance goals isn’t a one-time exercise, it’s an ongoing process. The most successful leaders understand that their development is in their own hands. In the next article, Who is the Most Important Person in Your Development?, we’ll dive deeper into this concept. Spoiler alert: it’s you. While managers, mentors, and peers play a role, your growth is ultimately your responsibility.
Take action today: Choose one piece of feedback, whether from a formal review or a personal reflection, and turn it into a clear, actionable goal. The best time to start? Right now.
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1 https://buildempire.co.uk/employee-feedback-statistics/
2 Gallup. "Fast Feedback Fuels Performance." Gallup Workplace.