Imagine you’re the development manager; it’s performance review season; and it’s your task to do them. You care. You want to do this performance review with commitment, courage, focus, openness, and respect. This challenges you – to rate a human in the organisation’s well-intentioned, but potentially threatening KPI boxes.

The job market seems often to put the scrum master mask on traditional line management functions, so your reviewee isn’t likely to be excited by transparency, inspection, and adaptation when money and personal growth are on the line. But what if your reviewee loves adding value and uncovering better ways to do it? What could you make of this opportunity?

This is my story of my conversations with my supervisors in performance reviews to frame them as leaders I want to follow, who want to lead me.