What to Say in a Performance Review as an Employee

Performance reviews can have a reputation for being uncomfortable — and many employees aren’t alone in feeling that way. As Dan Kaplan, senior CHRO client partner for Korn Ferry, told Fortune:

“Most people hate [performance reviews] and most managers hate them. It’s done that way because it’s always been done that way. But what many really good companies have been striving for is to drive continuous feedback.”

In other words, reviews don’t have to feel like a high-pressure, once-a-year evaluation. With the right approach, they can be one of the most valuable opportunities to talk openly about your work, your goals, and what you need to grow.

This guide walks through exactly what to say — and how to say it — so your next review feels less intimidating and far more empowering.

Key takeaways

• Highlight your accomplishments with clear examples that focus on impact rather than self-promotion.

• Discuss challenges honestly while framing them as opportunities for growth and improvement.

• Ask open-ended questions to invite meaningful feedback and show you're committed to developing your skills.

• Request the support, tools, or guidance you need in a constructive, solutions-focused way.

• Connect your career goals to team or organizational priorities to demonstrate long-term commitment.

1. Talking about your accomplishments

Performance reviews are one of the few moments each year when it’s not only okay to talk about your wins — it’s expected. The key is to highlight your contributions confidently, while staying grounded in facts, results, and the impact you made on your team.

How to highlight wins without sounding boastful

Keep your tone positive and factual. Focus on what you achieved, how you achieved it, and how your work supported team or business goals. Framing accomplishments in terms of impact (rather than personal praise) helps you sound confident, not self-promotional.

Focus on results, impact, and specific examples

Whenever possible, be concrete. Instead of saying “I’ve been doing really well,” point to a project, task, or situation where your work made a difference — whether that’s improving workflows, helping customers, or supporting coworkers during busy periods.

Phrases that work well

• “I’m proud of the way I handled…”

• “One accomplishment this year was…”

• “Something I improved that really helped the team was…”

• “A project I contributed to that had a big impact was…”

• “One area where I feel I grew the most was…”

Tie accomplishments to metrics or team efficiency

Linking your work to measurable results shows your value clearly. For example:

• “I consistently hit my shift targets and helped reduce wait times during peak hours.”

• “I trained two new team members, which helped us cover the schedule more smoothly.”

• “I took the lead on reorganizing our prep station, which made service faster for everyone.”

2. Discussing challenges or areas for improvement

Talking about weaknesses can feel uncomfortable, but managers appreciate honesty and self-awareness. Framing challenges as opportunities for growth shows maturity, accountability, and a genuine desire to improve.

It also helps to remember that not every challenge is solely on the employee’s shoulders — and sometimes the data used in reviews leaves out important context. As Yad Senapathy, founder and CEO of the Project Management Training Institute, explains: 

“A delay in a project may be recorded against a person when in fact the delay was due to leadership changes or a shortage of resources. This is when the employees feel misrepresented.”

Clear communication helps ensure your manager hears the full story — not just the summarized version that might appear on paper.

How to talk about weaknesses constructively

Keep the tone solution-oriented. Acknowledge what’s been difficult, what you’ve learned, and what you’re doing to improve. Avoid blaming others or focusing on circumstances you can’t control.

Language that shows accountability and growth

Use language that owns the challenge while highlighting your commitment to get better. Phrases that signal accountability include:

• “I’ve noticed that…”

• “I’d like to get stronger at…”

• “I’ve been working on improving…”

• “One skill I want to develop further is…”

Examples of strong phrasing

• “One area I want to improve is staying organized during rush periods, and I’ve been trying new methods to help with that.”

• “I’ve been working on communicating more clearly during shift transitions.”

• “I want to get better at handling unexpected issues without losing momentum.”

• “Sometimes I take on too much at once — I’m working on prioritizing tasks more effectively.”

Emphasize learning, not excuses

Shift the focus from what went wrong to what you’re doing differently. Managers respond well to employees who show initiative and self-reflection, such as:

• “This was challenging for me, but here’s what I learned…”

• “I made progress by…”

• “I’m planning to improve this by…”

3. Asking for feedback

Asking for feedback shows that you’re invested in learning, growth, and long-term success — all qualities managers appreciate. The key is to ask open-ended questions and show that you value your manager’s perspective.

Open-ended questions that encourage useful insights

Inviting your manager to share honest feedback can open up a more productive conversation. Try questions like:

• “What’s one thing I could do to make an even stronger impact?”

• “Are there areas where you think I could be more effective?”

• “Is there anything you’d like to see me focus on next quarter?”

• “Where do you think I’ve grown the most, and where should I continue improving?”

Ways to signal willingness to grow

Your tone matters just as much as the question itself. These lines show that feedback isn’t something you’re afraid of — it’s something you value.

• “I’d love your perspective on how I can continue improving.”

• “I want to make sure I’m meeting expectations — is there anything I should adjust?”

• “I’m always looking to get better. What should I prioritize?”

• “Your feedback helps me grow — what would you recommend I focus on next?”

Showing appreciation for feedback

Close the loop by acknowledging the insight you receive. Expressing gratitude helps maintain a positive, collaborative tone.

• “Thanks for sharing that — it’s really helpful.”

• “I appreciate the honest feedback.”

• “That gives me something clear to work toward.”

• “Thanks for taking the time to talk through this with me.”

4. Requesting support or resources

Part of a successful performance review is asking for what you need to do your best work. Whether you’re requesting training, updated tools, or clearer communication, the key is to frame your requests in a constructive, solutions-focused way.

The data shows that many employees aren’t getting the clarity or support they need. According to Gallup’s 2024 workplace report:

• Only 47% of employees strongly agree they know what’s expected of them at work, a steep drop from pre-pandemic levels.

• Just 22% of employees strongly agree that their performance review process is fair and transparent.

• Only 2% of chief human resource officers (CHROs) believe their performance management system actually works.

These numbers highlight why it’s so important for employees to speak up during reviews — not just about goals or accomplishments, but about the support they need from leadership to succeed.

How to advocate for training, tools, or improved processes

Managers appreciate when employees speak up about what will help them work more effectively. Keep your tone positive and focus on the bigger picture — how the extra support would benefit the team, not just you. Try lines like:

• “I’d love additional training on ____ so I can take on more responsibility.”

• “I think having more guidance with ____ would help me perform at a higher level.”

• “Access to ____ would help me work more efficiently during busy periods.”

Phrases that keep the conversation constructive and solutions-focused

Frame requests around improvement, not frustration. These statements show initiative and a desire to contribute more effectively.

• “To keep improving, it would help to have…”

• “One thing that would make my workflow more efficient is…”

• “I’d appreciate clearer steps or expectations around…”

• “I’ve noticed that when we use ____, it helps reduce mistakes — could we build on that?”

When and how to bring up workload or communication issues professionally

It’s okay to bring up challenges — as long as the focus stays respectful and forward-looking. This approach keeps the conversation collaborative and solution-oriented. Phrases that work well include:

• “I’ve been handling a high workload lately, and I’d appreciate guidance on how to prioritize or delegate more effectively.”

• “Sometimes communication gets rushed during peak hours — are there tools or routines we could try to make things clearer?”

• “I want to make sure I’m meeting expectations. Can we talk through how to balance ____ and ____ more efficiently?”

• “I want to avoid burnout and keep delivering strong work. Could we look at ways to streamline part of my workflow?”

5. Talking about career goals

Performance reviews aren’t just about looking back — they’re a chance to shape what comes next. Whether you want to learn a new skill, take on more responsibility, or work toward a leadership role, framing your goals thoughtfully helps your manager understand how to support your development.

Connect personal development with organizational needs

Aligning your goals with the team’s or company’s priorities shows that you’re thinking big-picture. This type of framing makes your goals mutually beneficial. Phrases that work well include:

• “I’m interested in developing skills that help our team run more efficiently.”

• “I’d love to grow in areas that support our department’s goals.”

• “I want to take on responsibilities that help us improve service and consistency.”

• “I’m looking for ways to contribute more during busy periods.”

Examples of strong goal-setting statements

These statements are specific, actionable, and easy for managers to support:

• “This year, I’d like to take on more responsibility with training new team members.”

• “I’m working toward becoming stronger in shift leadership tasks.”

• “I’d like to learn more about scheduling or inventory so I can support the team in new ways.”

• “One of my goals is to become more confident in customer conflict resolution.”

How to communicate interest in new skills, responsibilities, or roles

If you’re aiming higher, be clear, confident, and open to guidance. These phrases show ambition without pressure — and open the door for your manager to help you take the next step.

• “I’m interested in learning more about management tasks — what steps would you recommend I take?”

• “I’d like to take on more responsibility when it comes to opening or closing shifts.”

• “I’m hoping to develop more advanced skills, like inventory or ordering.”

• “I’d love to grow into a leadership role over time and would appreciate any advice on how to get there.”

6. Conversation starters and sample phrases

Here’s a skimmable list of ready-to-use lines employees can bring into their next review — covering accomplishments, challenges, goals, and overall growth.

Reflecting on recent work

• “Over the last quarter, I’ve been focusing on…”

• “One accomplishment I’m proud of is…”

• “Something I improved that helped the team was…”

Discussing challenges

• “One challenge I’ve been working through is…”

• “I’ve noticed I struggle with ____ during busy hours.”

• “One area I’d like to get stronger in is…”

Understanding how you work best

• “I’ve noticed I perform best when…”

• “I feel most confident when I’m handling…”

• “I work most effectively when the team has clear communication around…”

Asking for feedback

• “I’d appreciate more feedback on…”

• “What’s one thing I could do to improve even more?”

• “Is there an area where you think I could contribute at a higher level?”

Talking about growth and future goals

• “Looking ahead, I’d like to grow in…”

• “A skill I’m hoping to develop is…”

• “I’m interested in taking on more responsibility in…”

• “Long term, I’d love to work toward…”

The reviews are in…

Performance reviews don’t have to be stressful. With the right words, you can clearly share your accomplishments, discuss challenges honestly, and explain what you need to grow. 

Remember, the more prepared and confident you feel, the more meaningful the conversation becomes — for both you and your manager. With clarity, curiosity, and a focus on improvement, you can turn your review into a real opportunity to level up.

FAQ

How long should my restaurant performance review take?

Most reviews take between 20–45 minutes, depending on the role and how much there is to discuss. Longer reviews usually mean there’s more detailed feedback or goal-setting involved.

Should I bring written notes to my performance review?

Yes — bringing notes shows preparation and professionalism. It also helps you remember specific wins, challenges, or questions you want to cover.

What if I disagree with my manager’s feedback about my service?

It’s okay to ask clarifying questions or share your perspective respectfully. Focus on understanding the reasoning behind the feedback and finding a path toward improvement together.

How often should I ask for performance feedback in a restaurant?

Regular check-ins are helpful. Many employees ask for informal feedback monthly, even if formal reviews only happen a few times a year.

Can I bring up compensation during a restaurant performance review?

Yes — performance reviews are an appropriate time to discuss raises if you frame the conversation around responsibilities, growth, and contributions to the team.

How do front-of-house and back-of-house reviews differ?

FOH reviews often focus on guest interaction, speed of service, upselling, and teamwork. BOH reviews typically emphasize consistency, prep accuracy, station organization, and food quality.