Show Notes
Performance reviews are meant to assess contribution, results, and business impact. Yet for many women, they become subjective conversations about tone, confidence, or how they “come across.” In Episode 204, Michelle Redfern and Mel Butcher discuss why women are disproportionately judged on personality rather than performance, and what that means for career progression. Drawing on research and lived experience, they explore how biased feedback shows up in reviews and why it persists, even for high-performing women. This episode reframes the performance review as a business conversation, not a personal evaluation. Michelle shares practical language women can use to bring evidence to the table, ask for specific examples, and redirect vague or loaded feedback back to measurable outcomes. They also cover how to respond when feedback is unclear, unhelpful, or biased, including when to pause, take feedback on notice, or refuse to sign off on written comments that lack substance. This is a must-listen for women who want fair, strategic career progression and for leaders who want performance reviews that actually develop and retain talent. Below is the performance review checklist Michelle promised. Use it to prepare, stay anchored in evidence, and redirect the conversation back to outcomes when it drifts into personality or perception. You can also download a .pdf version. Performance Review Prep Checklist A business-first guide for women 1. Treat your review like a business meeting * This is about outcomes, not likeability * You are entitled to clarity, evidence, and specificity 2. Prepare your evidence * Objectives and how you met or exceeded them * Results, metrics, milestones, risks reduced, problems solved * Examples of impact beyond your role * Written feedback gathered during the year 3. Anchor the conversation to outcomes Use phrases like: * “The outcomes I delivered this year include…” * “Here’s where I moved the needle against priorities…” 4. Redirect personality-based feedback Ask: * “Can you give me a specific example?” * “How did that impact outcomes?” * “What would you like me to do differently, in practical terms?” 5. Ask for advice, not vague feedback * “Where would you advise me to focus next year?” * “What should I stop, start, or continue?” 6. Don’t respond on the spot You can say: * “I’d like to take that on notice.” * “I need time to reflect before responding.” 7. Debrief with your network * Sense-check feedback * Separate development from bias * Decide what to act on and what to discard Bottom line: You are not there to be liked. You are there to be assessed on impact. If this episode was useful, there are three simple ways to go further:
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