- Performance Feedback Phrases for Leadership and Mentoring Part 1
- Phrases for Management Style and Supervision Skills Part 2
- Performance Appraisal Phrases for Planning Skills Part 3
- Performance Feedback for Other Skills Part 4
Performance reviews are an important part of the development process for managers and employees. They provide feedback that can help individuals improve their skills and work performance. Performance reviews also provide a way to evaluate progress over time. They provide feedback to employees on how they are performing and allow for growth and improvement. By taking the time to properly evaluate leadership performance, companies can ensure that their leaders are meeting expectations and helping to drive the business forward. In this article you will find leadership evaluation examples, which can be used for leadership performance appraisals, executive leadership performance reviews or leadership self assessments.
In this article you will find leadership performance review phrases, examples and templates for the following skills:
- Leadership and Mentoring
One of the most important skills that an employee can have is leadership and mentoring skills. Leaders are responsible for setting the tone at work and ensuring that everyone is working together towards a common goal. They also need to be able to give constructive criticism, offer encouragement, and provide support to their team members. - Management Style and Supervision
Evaluation of management style is important because it can help determine if an employee is operating at its optimal level for the company. - Organizing and Planning
Productive employees are able to meet deadlines, complete tasks on time, and provide quality work product.
Each section below contains positive (“Meets or Exceeds Expectations”) and negative (“Below Expectations”) examples for the skills listed above. If you are looking for more performance review examples and phrases for different skills, check our main article here (click to open 2000+ Performance Review Phrases: The Complete List)
Part 1
Leadership and Mentoring
Meets or Exceeds Expectations
✓ He successfully organizes and gives direction, guidance and feedback to his subordinates and colleagues.
✓ He strives to maintain open communication among his employees.
✓ He regularly acknowledges the accomplishments of employees and recognizes their contributions.
✓ He encourages employees to take responsibility for their performance.
✓ He distributes resources in an appropriate manner depending on the priority of assignments.
✓ He establishes a culture of reliability and caring.
✓ He shared the vision of the action plan with employees.
✓ He gained the respect of the employees.
✓ He is responsible for his own staff.
✓ He is ready to share information and knowledge for the common development of all staff.
✓ He is very helpful when mentoring entry-level staff getting used to their jobs.
✓ He is a great mentor who is very helpful to new staff.
✓ He demonstrates high level of knowledge of internal policies and standards, which is a key requirement for an effective mentor.
✓ He is a servant-leader, who is always willing to help his team.
✓ He gives structure, feedback and direction to his team.
✓ He consistently recognizes his team for a job well done.
✓ He actively listens to his team’s feedback and comments.
✓ He creates a culture of dialogue.
✓ He recognizes staff for a job well done.
✓ He allows just enough differences to find the best outcome.
✓ He balances the overall strategy of the organization with tactical day-to-day tasks.
✓ He demonstrates setting a high bar for ethical behavior.
✓ He appreciates the performance of staff and appreciates their loyalty.
✓ He praises the staff who take responsibility for their performances.
✓ He allocates tasks appropriately based on the prior assignments.
✓ He provides the information and knowledge beneficial to the general development of the staff.
✓ He understands how to take daily tasks and motivate employees to meet a long term goal.
✓ He leads the team in the difficult environment of customer service to success, meeting all objectives.
✓ He understands people and the different ways to motivate them to get the job done.
✓ He is an excellent coach and regularly receives maximum performance feedback scores from his direct reports.
✓ He understands that good leaders improve themselves through study, training, and experience. He is willing to commit the hours necessary for these pursuits.
✓ He is able to bring out the best out of those in the team.
✓ He has established an effective system for communication and information retrieval.
✓ He provides constant coaching and guidance to employees.
✓ He is open to listening to employees, as well as experimenting.
✓ He empowers others to take initiative.
✓ He shows sound judgement in critical decision making.
✓ He collects all relevant facts before making a decision.
✓ He creates an atmosphere in which creativity and innovation is both rewarded and encouraged.
Below Expectations
✗ He exaggerates the seriousness of problems.
✗ He confuses the employees through different directions and guidance.
✗ He disregards company policies and tends to work by himself.
✗ He is rarely prepared to participate in discussions or meetings.
✗ He rarely shows appreciation for good performance.
✗ His leadership skills cannot be relied on to manage others.
✗ He fails to explain procedures to his subordinates clearly.
✗ He lacks the qualifications to be an effective mentor.
✗ He expects everyone to know the regulations and procedures but never gives them any mentoring.
✗ He gets frustrated easily with new team members and fails to offer any support.
✗ He is often impatient and unhelpful.
✗ He tends to overanalyze problems when a prompt decision is required.
✗ He fails to plan for the future.
✗ He sends mixed signals to his team regarding goals and day-to-day activities.
✗ He rarely shows any recognition to his team.
✗ He sets unreasonably high expectations for his team.
✗ He fails to keep confidential information secret.
✗ He plays favorites and does not treat each member of the team equally.
✗ He seldom takes part in discussions or meetings.
✗ He does not use his leadership skills appropriately to manage staff.
✗ He needs to know when to step back and let the team work.
✗ He sets expectations that are too high for his team.
✗ He rarely gives recognition to his team.
✗ He needs to establish an effective system for communication and information retrieval.
✗ He too often stifles innovation and creativity.
✗ He needs to focus on big picture items, yet he continues to micromanage his staff.
✗ He finds it difficult to delegate tasks which makes the team’s achievements entirely reliant on him.
Related: Mentoring Skills: Performance Review Examples (1 – 5)
2000+ Performance Review Phrases: The Complete List
Part 2
Management Style and Supervision
Meets or Exceeds Expectations
✓ He is very good at managing his team to perform their tasks excellently.
✓ He is a good manager and he leads his team to perform their assignments well.
✓ He managed a flawed team In difficult circumstances, and developed it to be one of the best in our organization.
✓ His team and managers gave him positive feedback and good comments.
✓ He is very good at training employees. He directs them use their strengths to better their performances.
✓ He is expert in training his employees. He provides good management of them.
✓ He leads his team to be the best team despite the difficulties that go with it.
✓ He is able to set clear objectives and requirements for his subordinates.
✓ He provides sufficient information on guidance and feedback to his team.
✓ He takes charge of directly dealing with problems.
✓ He supervises and care about the performance of his subordinates.
✓ Monitor the process by frequently meeting with each member to show concern about their performance.
✓ He designs action plans and deadlines needed for each subordinate to accomplish their tasks.
✓ He is very professional with his employees and manages them well.
✓ He has had a difficult situation with the team he manages, yet he has turned them around in excellent fashion.
✓ His team performs well and all of them speak highly of him.
✓ He is a top performer and leads a team of high performers. His leadership has contributed to very high productivity from this department.
✓ He understands his team and how to motivate them to high performance.
✓ He manages his team well and elicits good performances from them.
✓ He is an effective manager and understands how to supervise his employees to meet expectations.
✓ He had a rough start but ended the year well with her team turning in the best performers of all the groups.
✓ He has received good feedback from both his team and his managers.
✓ He is very adept at managing difficult employees and turning their energies towards higher performances.
✓ He is an excellent manager and he knows how to lead his staff to satisfy his expectations.
✓ He had a difficult beginning but he and his team achieved the best performance of all groups in the company.
✓ He was pushed into a truly difficult position and managed a complicated team. But in a short time, he led the team to become one of the best.
✓ He has received good remarks from his team and his managers.
✓ He is expert in managing staff. He knows how to use their strengths to make their performances better.
✓ He works as an advisor, friend, and boss for his team. He plays these three roles well to manage his team.
✓ He started the period with a very poor performance. However, she finished it amazingly with her team performance being the best of all the groups.
✓ He took over the worst team of the company, but he managed so well that he has developed every member to be one of the most effective employees in the company.
✓ He has received a lot of positive appraisals from his subordinates and other line-managers.
✓ He manages his team well and receives good performances from them.
✓ He is an effective manager and understands how to supervise his employees to meet expectations.
✓ He had a rough start but she ended the year well with his team turning in the best performance of all the groups.
✓ He is in a difficult situation: he inherited a team that frankly was a mess. He quickly turned the team around to one of our best performers.
✓ He has received good feedback from his team and his managers.
✓ He is very adept at managing difficult employees and turning their energies towards higher performances.
✓ He has a difficult situation with the team he manages, yet he has turned them around in excellent fashion.
✓ His team performs well and all speak highly of him.
Below Expectations
✗ Despite being a good supervisor, he does not know how to lead his staff to achieve a perfect performance.
✗ He is poor at managing a high performance team. He does not know how to perform this task.
✗ He was a good employee but not good enough to become an excellent manager.
✗ He displays unfairness with his team and favors certain individuals.
✗ He is far from an expert manager of staff. His employees’ complaints about his impossible requirements are reasonable. He should learn to accept a reasonable work-personal life balance.
✗ He is a good supervisor but he is not expert in this field. He is unable to manage his team well and his team’s performance is not good.
✗ He tries to be both a manager and friend. He finds it hard to distinguish between his personal relationships and work relationships.
✗ He does not know how to set targets and lead his team to reach them. He feels confused when setting goals and leading his team forward.
✗ He fails to resolve conflict among subordinates.
✗ He fails to create a working environment meeting his subordinates’ expectation.
✗ He fails to show appreciation of his subordinates’ performance.
✗ He fails to actively resolve the problem of poor performances at work.
✗ He fails to resolve problems until they becomes conflicts.
✗ He fails to meet schedules.
✗ He does not cope very well with managing employees.
✗ He is an satisfactory supervisor but he does not excel. He does not always relate well to his employees and this shows in the group’s work effort.
✗ He has not made the transition from co-worker to manager very well. He has a difficult time separating his personal relationships with professional ones.
✗ He does not understand how to set team goals and manage his team to achieve them. He does not focus on the goals necessary to move his team forward.
✗ He understands how to manage personalities similar to his, but has not worked very hard managing other types of personalities on his team. He needs to better understand personality types and how they interrelate.
✗ He is a decent task manager, but falls short when it comes to setting a vision.
✗ There have been a few issues with his team that must be resolved. These issues could be detrimental to the performance of the department and should be the focus of the next few months.
✗ He understands how to handle difficult employees and manage difficult staff. We continue to have above average turnover on his team. This year, we need to focus on what issues are causing such high turnover.
✗ He is not very effective at managing his staff to a high performance level.
✗ He is a good supervisor, but has failed to manage his staff to high productivity.
✗ He does not understand the intricacies of managing a high performance team and has yet to perform.
✗ He was a great individual performer but so far has not proven he is a good manager.
✗ He has a tendency to play favorites and not treat all employees fairly.
✗ His employees consistently complain of unreasonable expectations.
✗ He is a good supervisor, but he is not expert in this field. He does not have a good connection with his staff and this affects the team’s performance.
✗ He has found it hard to becoming a manager after being a staff member. He has difficulty in distinguishing his personal relationships and working ones.
✗ He fails to manage his staff to gain effective performance.
✗ He is good at supervising, but he cannot manage his staff to efficient performance.
✗ He does not anticipate complications when managing a high performance team. He does not know how to perform well.
✗ He was an expert staff member but nothing has shown that he is proficient enough to become a manager.
✗ He is not effective at leading her team to high performance.
✗ He has not yet found a way to deal with situations in a group. His team produces poor results for the company.
✗ He is a great employee. However, he does not perform well as a manager.
✗ He does not perform very well in creating an honest and open environment for the employees he supervises.
✗ He is a decent task manager, but falls short when it comes to setting a vision.
✗ There have been a few issues with him as a leader and his team that must be resolved. These issues could be detrimental to the performance of the department and should be the focus of the next few months.
✗ He is not very effective at managing his staff. (Add specific examples.)
✗ He is a good supervisor, but he has failed at managing his staff to high productivity.
✗ He does not understand the intricacies of managing a high performance team and has yet to perform.
✗ He is an capable supervisor but does not excel. He does not always relate well with his employees and this shows in the group’s work effort.
✗ He has not made the transition from co-worker to manager very well. He has a difficult time separating his personal relationships with professional ones.
✗ He does not understand how to set team goals and manage his team to achieve them. He seems to always be in survival mode without focusing on the goals necessary to move his team forward.
Related: Supervision Skills: Performance Review Examples (1 – 5)
2000+ Performance Review Phrases: The Complete List
Part 3
Organizing and Planning
Meets or Exceeds Expectations
✓ He demonstrates good organizational and planning skills.
✓ He is creative and logical in addressing any aspect of his work.
✓ He is quick at finding information.
✓ He is plans and organizes work in timely manner.
✓ He adheres to deadlines and meets production benchmarks.
✓ He works toward an organized and comfortable working environment.
✓ He takes responsibility for work and is ready to stay late to ensure the work is performed well.
Below Expectations
✗ He finds it difficult to plan an action without instruction.
✗ He fails to resolve problems in a timely manner.
✗ He lacks communication at work and is reluctant to support or offer assistance to those that need it.
✗ He has difficulties in understanding the strategy of the company.
✗ He has met difficulties in handling his workload.
Related: Planning Skills: Performance Review Examples (1 – 5)
Part 4
Learn more:
How to Give Performance Feedback? Techniques and Examples (Positive, Negative, STAR Feedback)
How to Identify and Handle Employee Underperformance? 5 Proven Steps
How to Integrate an Effective Performance Management System?
More Performance Review Examples
Here you can find more performance review examples: click to open 2000+ Performance Review Phrases: The Complete List