{"id":14782,"date":"2026-06-01T15:00:00","date_gmt":"2026-06-01T15:00:00","guid":{"rendered":"https:\/\/allonehealth.com\/insights\/?p=14782"},"modified":"2026-05-21T15:51:08","modified_gmt":"2026-05-21T15:51:08","slug":"the-performance-review-paradox-why-accepting-good-enough-creates-excellence","status":"publish","type":"post","link":"https:\/\/allonehealth.com\/insights\/the-performance-review-paradox-why-accepting-good-enough-creates-excellence\/","title":{"rendered":"The Performance\u00a0Review Paradox: Why Accepting &#8220;Good Enough&#8221; Creates Excellence\u202f\u00a0"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">By<strong>\u00a0<\/strong><a href=\"https:\/\/www.linkedin.com\/in\/jillhinrichs\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Jill Hinrichs<\/strong><\/a>, Adapted for\u00a0AllOne\u00a0Consulting\u00a0<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Here&#8217;s what we know about feedback: it doesn&#8217;t work the way we think it does.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Carl Rogers said something that should be the foundational mindset for every manager\u202fpreparing for\u202fperformance reviews: &#8220;The curious paradox is that when I accept myself just as I am,\u202fonly\u202fthen\u202fI can\u202fbegin to\u202fchange.&#8221; What Rogers understood is that you cannot simultaneously tell someone\u202fthey&#8217;re\u202finadequate and expect them to grow. The two are incompatible.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In 1996,\u202fresearchers\u202fKluger and DeNisi published a meta-analysis of 607 studies on feedback interventions. The finding? Thirty-eight percent of the\u202ftime,\u202ffeedback made performance worse. More than one-third of the time, the very tool we rely on to improve performance actively undermines it.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Why? Because feedback that threatens how we see ourselves\u202fdoesn&#8217;t\u202fland as development,\u202fit lands as threat. When a manager opens with &#8220;you&#8217;re underperforming in X, Y, and Z,&#8221; the amygdala fires. The prefrontal cortex,\u202fthe part we need for learning,\u202fgoes offline. The employee\u202fisn&#8217;t\u202fthinking about how to improve.\u202fThey&#8217;re\u202fmoving into self-protection.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This is where the paradox lives. We want growth, so we point out gaps. But pointing out gaps\u202factivates\u202fdefense, and defense makes growth impossible.\u202f\u00a0<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Foundation of Growth\u202f\u00a0<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">What happens\u202finstead\u202fwhen we\u202fstart with\u202facceptance?\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Researchers Edward Deci and Richard Ryan\u202fidentified\u202fthree core psychological needs: autonomy, relatedness, and competence. Competence\u202fisn&#8217;t\u202fabout being exceptional;\u202fit&#8217;s\u202fabout feeling fundamentally capable. When leaders communicate &#8220;your baseline work is solid,&#8221;\u202fthey&#8217;re\u202fnot lowering the bar.\u202fThey&#8217;re\u202fsatisfying\u202fa basic human need that allows people to reach higher.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The Corporate Leadership Council studied\u202f19,000 employees\u202fand found something important: managers who focused on strengths produced 36.4% performance improvement.\u202fThose who\u202ffocused on weaknesses? Performance\u202fdropped\u202f26.8%.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Here&#8217;s\u202fwhat this tells us: acceptance\u202fisn&#8217;t\u202fthe opposite of\u202fhigh standards. Acceptance is what makes\u202fhigh standards\u202fachievable.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Psychologist William Swann&#8217;s Self-Verification Theory helps us understand why. People need others to see them as they see themselves. When an employee believes\u202fthey&#8217;re\u202fdoing solid work and you open by cataloging their deficits, they resist. Not because\u202fthey&#8217;re\u202funwilling to grow, but because\u202fyou&#8217;ve\u202fcreated misalignment with how they understand themselves.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Starting with acceptance creates coherence. It\u202fsignals:\u202f<em>I see you. I see what\u202fyou&#8217;re\u202fdoing well. Now\u202flet&#8217;s\u202ftalk about\u202fwhat&#8217;s\u202fpossible from here.<\/em>\u202f<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Amy Edmondson&#8217;s research on psychological safety shows us how this works.\u202fTeams perform best when members feel safe enough to take risks, safe enough to admit what they don&#8217;t know.\u202fLeaders who communicate &#8220;you&#8217;re fundamentally capable&#8221; create\u202fthe conditions\u202fwhere people can look honestly at their development areas without feeling their entire competence is in question.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The paradox is this: acceptance reduces the very resistance that blocks improvement.\u202f&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Practice\u202f\u00a0<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">So\u202fwhat does this look like?\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">First, acknowledge baseline competence. &#8220;You&#8217;re doing good work. You&#8217;re meeting job requirements.&#8221; Second,\u202fvalidate\u202fself-perception. &#8220;You mentioned you see yourself as strong in X; I agree.&#8221; Third, introduce development as\u202fan\u202fopportunity. &#8220;Given your strength in X, you&#8217;re positioned to stretch into Y.&#8221; Finally, frame growth as\u202fa\u202fchoice. &#8220;Here&#8217;s what\u202fexceptional\u202fperformance looks like. What interests\u202fyou?&#8221;\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">This\u202fisn&#8217;t\u202fpermission for mediocrity. This is recognition that growth\u202fdoesn&#8217;t\u202fhappen when people feel threatened.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Rogers understood something in the therapy room that decades of organizational research now\u202fconfirms:\u202f&nbsp;acceptance precedes change. Not because acceptance makes us complacent, but because it creates the safety we need to grow.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The performance review paradox is that we must accept where people are before we can guide them toward where they could be. Not because\u202fwe&#8217;re\u202fsatisfied with &#8220;good enough,&#8221; but because acceptance is the foundation upon which excellence is built.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">To learn more about&nbsp;AllOne&nbsp;Health Organizational Consulting,&nbsp;<a href=\"https:\/\/allonehealth.com\/organizational-consulting\/\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>visit us<\/strong><\/a>.&nbsp;&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>References<\/strong>\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Bushe, G. R. (2011). Appreciative inquiry: Theory and\u202fcritique. In D. Boje, B. Burnes, &amp; J. Hassard (Eds.),\u202f<em>The Routledge companion to organizational change<\/em>\u202f(pp. 87-103). Routledge.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Clifton, D. O., &amp; Harter, J. K. (2003).\u202fInvesting in\u202fstrengths. In K. S. Cameron, J. E. Dutton, &amp; R. E. Quinn (Eds.),\u202f<em>Positive organizational scholarship<\/em>\u202f(pp. 111-121). Berrett-Koehler.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Cooperrider, D. L., &amp;\u202fSrivastva, S. (1987). Appreciative inquiry in organizational life.\u202f<em>Research in Organizational Change and Development, 1<\/em>, 129-169.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Corporate Leadership Council. (2002).\u202f<em>Performance management survey<\/em>. Corporate Executive Board.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Deci, E. L., &amp; Ryan, R. M. (2000).&nbsp;The &#8220;what&#8221; and &#8220;why&#8221; of goal pursuits: Human needs and\u202fthe self-determination of behavior.\u202f<em>Psychological Inquiry, 11<\/em>(4), 227-268.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Edmondson, A. C. (2018).\u202f<em>The fearless\u202forganization: Creating psychological safety in the workplace for learning, innovation, and growth<\/em>. Wiley.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Kluger, A. N., &amp; DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review,\u202fa meta-analysis, and a preliminary feedback intervention theory.\u202f<em>Psychological Bulletin, 119<\/em>(2), 254-284.\u202f&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Swann, W. B. (1983). Self-verification: Bringing social reality into harmony with the self. In J.\u202fSuls\u202f&amp; A. G. Greenwald (Eds.),\u202f<em>Social psychological perspectives on the self<\/em>\u202f(Vol. 2, pp. 33-66). Lawrence Erlbaum Associates.\u202f&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>By\u00a0Jill Hinrichs, Adapted for\u00a0AllOne\u00a0Consulting\u00a0 Here&#8217;s what we know about feedback: it doesn&#8217;t work the way we think it does.\u202f&nbsp; Carl Rogers said something that should be the foundational mindset for every manager\u202fpreparing for\u202fperformance reviews: &#8220;The curious paradox is that when I accept myself just as I am,\u202fonly\u202fthen\u202fI can\u202fbegin to\u202fchange.&#8221; What Rogers understood is that you&hellip;<\/p>\n","protected":false},"author":23,"featured_media":14783,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[200],"tags":[],"class_list":["post-14782","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The Performance Review Paradox: Why Strengths-Based Feedback Drives Performance<\/title>\n<meta name=\"description\" content=\"Traditional performance reviews often backfire. 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