Before your annual review, do this
We made it y’all. Somehow this year felt both impossible and full of growth. The dualities in life really keep you on your toes!
This last edition of 2025 is for everyone feeling the anticipatory anxiety of annual reviews. Read on for ways to prep for that convo with your manager, figure out what you actually want to pursue next, and advocate for yourself.
Spoiler: doing a bit of this work now can save you a lot of stress and actually lead to some meaningful progress.
The Situation
My manager says I’m doing great, but I haven’t seen that translate into more opportunities, stretch projects, or growth. As we head into annual reviews and planning for the new year, how do I close the gap between ‘you’re doing well’ and actually moving forward in my career?
My Take
Oh, an annual review that actually feels productive and not wildly unsatisfactory? Dreamy! Good news - it’s actually achievable.
No doubt it is a challenging time, especially when promotions are tight, orgs are flatter, and “doing great” doesn’t automatically unlock what’s next. But if you are more intentional about how you reflect, strategic on how you articulate what you want, and can better guide the conversation with your manager, you can steer this career car in the right direction.
Here’s how I would approach this going into your annual review and early-year planning conversations. At Amazon, this approach helped me get increased scope to lead larger multi-function teams, was how I got certain projects I was excited about, was the catalyst to creating my own L&D role with headcount, and was how I got career conferences and certifications expensed.
1️⃣ Document Your Accomplishments (Don’t Skimp on the Positives)
This is not the moment to be humble or brief.
Before your review, write out your accomplishments from the past year. Be specific. Share these with your manager. Include:
• Scope and complexity
• Outcomes and results
• How your work tied to team or org goals
• Where you went above your role or filled a gap
If you find yourself thinking “my manager already knows this”—YOU’RE WRONG (even the best manager doesn’t know all the deets)! Reviews are about shared understanding, not assumed memory. When opportunities are limited, clarity matters even more.
This does two things:
• It anchors the conversation in facts, not subjective vibes.
• It gives your manager concrete examples to advocate for you when planning stretch work or future roles.
2️⃣ Do the Love/Hate Exercise to Get Clear on What’s Next
If you can’t articulate what you want more of, your manager isn’t going to read your mind.
Look back at the year and make two lists:
Loved: projects, responsibilities, ways of working, types of problems
Hated: tasks that drained you, work that felt misaligned, or maybe places you needed more support
Patterns matter more than individual items. Ask yourself:
• What do I want to double down on this year?
• What do I want less of?
• What kind of growth actually energizes me?
This is how you move from “I want more growth” to something specific and actionable that your manager can actually help you with:
“I want more visibility with X stakeholders” or “I want to lead initiatives like Y.”
3️⃣ Go Into the Review with Clear Questions and Asks
Your annual review shouldn’t be a monologue—it should be a planning conversation.
Come prepared with questions like:
• “Based on this year, where do you see my biggest growth opportunities?”
• “What would ‘taking it to the next level’ actually look like in my role?”
• “What skills or experiences would I need to demonstrate to earn stretch work or broader scope?”
And pair those with specific asks:
• A type of project you want exposure to
• A forum or stakeholder group you want visibility with
• A skill you want to intentionally build this year
When promotions are limited, growth often shows up as scope, influence, and skill-building first. Be explicit about what you’re asking for.
Important note: Almost every company has budget to support employee development. But you have to ask. Ask to go to that conference, to expense the training, to join the networking group.
Final Thought
“Doing great” is a starting point—not a plan.
Closing the gap between strong performance and meaningful growth requires reflection, clarity, and clearer communication than most people realize. The more structured and intentional you are going into these January conversations, the easier it is for your manager to support you.
