Powering Performance Reviews with Emergenetics

The end of the year is a time we often associate with holiday celebrations, fun with friends and family and…performance reviews… 

These conversations offer an opportunity to recognize successes, identify areas for growth and equip people to do their best work. However, they are often a source of challenge for many businesses. 95% of supervisors are dissatisfied with their company’s performance management systems, and fewer than 20% of employees feel inspired by their reviews.  

Clearly, there is a lot of room for improvement if 80% of staff walk away from these dialogues disengaged and disconnected. To change the tone of these discussions, I invite you to speak directly to your teammates in a way that motivates them and engages their brains. You can start by using the seven Emergenetics® Attributes.  

Three Strategies to Improve Performance Review with Emergenetics 

#1 – Inform Your Approach with the Combinations of Thought 

Before a team member can truly hear constructive feedback, they need to feel that they are in a safe space where their input and perspectives are valued. Leaders can create this environment by honoring the ways their people prefer to receive information. 

Every employee will have a mix of preferences across our four Thinking Attributes (Analytical, Structural, Social and Conceptual) and our three Behavioral Attributes (Expressiveness, Assertiveness and Flexibility). Emergenetics Associates can help managers prepare for performance reviews by inviting them to look at their direct reports’ Emergenetics Profiles and identify the combinations of thought that each person tends toward. 

We know that if someone has a preference for Analytical Thinking, the way that Attribute shows up will be a little different if the individual also has a preference in Structural, Social or Conceptual Thought. By connecting to the combinations that most closely align with their preferences, managers can help their teammates feel more comfortable in the conversation. 

Share the tips below with supervisors so they can better understand how their staff members may enter a performance appraisal.  

Abstract Thinking (Analytical and Conceptual preferences)
Abstract Thinkers often come into an evaluation having already completed their own reflection. Through their Analytical preference, they’ve assessed what went well and what needs improvement. They also have likely leaned into their Conceptual Attribute to figure out where they want to go next. So, they may come prepared with questions and an idea of what they would like to do differently in the future.  

Convergent Thinking (Analytical and Structural preferences)
Individuals with these preferences typically arrive, ready to “zoom in” on the topic at hand. Their Analytical pathways may drive them to get right into the performance metrics, while their Structural Attribute may want to clarify a specific plan of action to produce the best outcomes going forward. 

Concrete Thinking (Structural and Social preferences)
Often, Concrete Thinkers want to hear what I used to call the “glows” and “grows” in my days as a principal. From their Social preference, they will likely be interested in hearing what things their supervisor feels are going well. Their Structural pathways will typically crave detailed feedback on items that could be improved upon for next year. 

Divergent Thinking (Social and Conceptual preferences)
People with a Divergent preference often like to “zoom out” in a performance review, looking at the alignment between the big picture and people. Their Social preference may want to hear feedback from their supervisor, regarding how they’ve influenced the team, before leaning into their Conceptual Attribute to have an open conversation about the possibilities for growth. 

Having a sense of what your direct reports will be thinking and feeling as they enter the space can help managers tailor their discussion to the individual. 

This insight can also be useful when scheduling your meetings. For example, if you have a teammate with a Convergent Profile, they will likely want to dive into the action items of the topic at hand, so you may only need 30 minutes together. For others with a Divergent Profile, you may want to schedule extra time because of their tendency to zoom out on the possibilities. 

#2 – Match Rapport with the Behaviors 

Next, encourage leaders to adapt their approach to their team members’ Behavioral preferences. Matching rapport with your direct reports promotes relational trust, encouraging staff to feel more open to navigating these conversations with you. 

Expressiveness

Allow for internal processing and reflection, keeping your expressions neutral, as you engage with first-third Expressive employees. It can also be helpful to define the expectations in advance or outline an agenda, so participants know what to prepare for. 

For third-third Expressive teammates, ensure they have time to externally process their reactions without interrupting their flow. Managers may expect to see and hear off-the-cuff reactions, so it’s important to recognize that their initial response may not be their final opinion on the matter. 

Assertiveness

Support first-third Assertive colleagues by keeping a steady pace during the meeting. Be sure to allow for pauses and gently prompt them to share their opinions. 

Third-third Assertive individuals often embrace a fast-paced approach, so keep the conversation moving. They are also likely to state their opinions freely, so anticipate direct responses and challenges. 

Flexibility

Give first-third Flexible teammates time to process any recommended changes in behavior or direction, as these individuals often prefer having extra recovery time to adapt. Once you’ve decided on a plan to implement the change, try to stay the course with your next steps. 

Third-third Flexible staff will typically be interested in multiple options to address and implement feedback, so collaborate with them to prioritize the next steps. Consider how you will allow for any adjustments and alternatives after a set amount of time. 

#3 – Start the Conversation with their Most Preferred Attribute 

To kick off the performance review, use the direct report’s Combination of Thought and their Most Preferred Attribute (MPA) to ease into the dialogue.  

Abstract Thinking

If the team member leads in Analytical, start the review with a discussion of factual statements and metrics about their impact. If they lead with Conceptual thought, connect their work to the vision or overall goals of the company. 

Convergent Thinking

Support Analytical Thinkers by focusing first on the data about their specific key performance indicators (KPIs). Engage Structural Thinkers with clear notes about actions they have taken related to their KPIs. 

Concrete Thinking

Connect with individuals who lead in Structural Thinking by describing specific examples of their success. For those with an MPA in Social, share a story about the ways that they have positively impacted others during the year. 

Divergent Thinking 

Get the conversation started with Social Thinkers by asking how they think the year went. Those who lead in Conceptual Thought may prefer that you tie your question to the big picture, asking what impact they felt they had.   

Enhancing Performance Conversations 

When managers take the time to align performance reviews to the ways their staff prefer to think and behave, the participants will feel far more comfortable during the discussion. That’s the first step to growth.  

By ensuring team members can voice their perspectives in a safe environment, leaders will set a positive tone for constructive dialogue about areas of strength and opportunities for improvement. That way, employees leave feeling motivated and ready for an even better 2026! 

How else can Emergenetics empower your workplace? Let’s connect to start the conversation! Fill out the form below. 

 

FAQs about Performance Appraisals 

Why should companies improve their performance review process? 

Performance reviews offer an opportunity to recognize successes, identify areas for growth and equip employees to do their best work. However, they’re often a source of challenge for many businesses. Fewer than 20% of personnel feel inspired by their reviews.  

How can personality traits impact performance appraisals? 

Individuals often think and behave differently from one another, so the tone and style they prefer in a performance review may vary. These distinctions can lead to misunderstandings caused by intent-impact gaps in communication. It can also lead to frustration and disengagement if individuals feel they do not have a psychologically safe environment where they can voice their perspectives and ideas.  

How can Emergenetics improve performance reviews? 

Understanding differences in personality traits and communication styles can help managers build rapport with their direct reports and create an environment where individuals feel comfortable sharing their honest perspectives. This atmosphere is the first step in engaging staff in a constructive dialogue about growth opportunities. The Emergenetics Profile clearly reveals how individuals prefer to think and behave. Using our supporting resources and on-demand tools, managers can apply this information to tailor their coaching and performance management discussions to each individual. 

What can managers do to motivate staff during performance reviews? 

Supervisors can better motivate employees by connecting to their interests and needs, while also demonstrating a sincere desire to help them grow. By understanding how employees prefer to think and behave using tools like Emergenetics, supervisors can speak to their direct reports’ burning questions and concerns during performance reviews, so staff feel valued and heard. 

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