Performance

How we review, grow, and recognize people.

Philosophy

• Outcomes over activity. What shipped, what moved, what got solved.
• Continuous, not annual. Performance is discussed in every 1:1, not saved up for a yearly show.
• Specific, not abstract. “You handled that supplier escalation well because X” beats “great job.”
• Two-way. Managers get feedback too.

1:1s

Every report has a biweekly 30-minute 1:1 with their manager. Topics (in order of priority):

1. Blockers — anything preventing you from doing your job
2. Work in flight — status of current commitments
3. Growth — what you’re learning, what you want to learn
4. Feedback — from me to you, and from you to me

Missed 1:1s get rescheduled within the same week, not skipped.

Quarterly reviews

Every quarter, a more structured review. Written by both the manager and the employee, then discussed.

Employee writes:

• Key wins this quarter (with evidence)
• Where I struggled or things I wish I’d done differently
• Goals for next quarter
• What I need from my manager / team to succeed

Manager writes:

• What this person delivered (with evidence)
• What they did especially well
• Specific areas to grow in next quarter
• Compensation and role trajectory update

Both documents get shared before the meeting. The meeting is for discussion, not surprise.

Annual review

Annual review covers:

• Compensation adjustment
• Role level review
• Longer-term career conversation

Compensation benchmarked against [TBD — which market source]. Raises on merit and cost of living.

Promotions

We don’t have a rigid ladder given our size. Promotion criteria:

• You’re consistently delivering above your current role for 2+ quarters
• Someone else could do your current role — you’re not the only option
• The business has a need for the next level (you’re not being promoted “just because”)

Performance issues

If performance is below expectations:

1. Direct conversation in the next 1:1 — “Here’s what I’m seeing, here’s what I expect, let’s talk about it”
2. 30-day focus plan — specific actions, measurable outcomes
3. Follow-up review at 30 days
4. If no improvement → honest conversation about fit

This process exists so nobody is blindsided. If you’re being placed on a plan, you should already know something was off — because I told you in a 1:1 weeks ago.

Recognition

• Good work called out in #general — specific, public, frequent
• Quarterly “standout” shoutouts in all-hands
• Nominating others for recognition is part of everyone’s job

No employee of the month. Generic monthly awards degrade into popularity contests.