A client of mine recently told me they were preparing their annual performance review. So I thought I'd share some thoughts on how you should approach yours, whether you're in the midst of it or it's coming up soon.

Most people treat their performance review as something that happens to them rather than something they actively shape.

They wait for their manager to compile feedback, set a rating, and deliver the verdict.

Meanwhile, your manager is juggling multiple direct reports and probably rushing to meet a deadline.

If you leave it entirely up to them, you're hoping they remember all your wins and can articulate your impact clearly enough to advocate for you in talent review meetings.

That's a gamble you don't need to take.

Take control of your narrative

The best approach is to get ahead of the performance rating before it's set for you. Do some of your manager's work on their behalf so they're well positioned to fight for you when it matters.

Here's how:

Document your wins consistently

Don't wait until review season to start remembering what you accomplished.

Make sure you're documenting your wins and big successes throughout the year and raising them up to your manager as they happen.

Keep a running list of features shipped, problems solved, metrics improved, and stakeholder feedback. When something goes well, capture it immediately whilst the details are fresh.

Your manager won't remember everything you did six months ago, but you can.

If you don’t have this information, let this be your signal to start.

Incorporate feedback from multiple sources

Don't rely solely on your manager's perspective.

Seek out and cite feedback from peers, cross-functional partners, and other leaders you've worked with. Include specific quotes or examples where possible.

This does two things: it shows you're valued across the organisation, and it gives your manager ammunition to use when they're advocating for you in calibration meetings.

If three different stakeholders have praised your collaboration skills, that's a pattern worth highlighting.

Highlight your growth and development

Call out any courses you've taken, skills you've developed, or areas where you've actively worked to improve.

Maybe you got feedback about communication six months ago and since then you've implemented a new stakeholder update cadence. Document that.

Performance reviews aren't just about what you delivered. They're about trajectory. Show you're investing in becoming better at your job.

Frame everything around impact

When you document your wins, don't just list activities.

Connect them to business outcomes.

Not "Led the checkout redesign project" but "Led checkout redesign that reduced cart abandonment by 12% and increased conversion by 8%, adding $2M in annual revenue."

Your manager needs to justify ratings and raises with concrete impact.

Make it easy for them.

So where does this leave you?

Your performance review shouldn't be a passive experience where you wait to hear what others think of you.

Take ownership of your narrative.

Document your wins, gather feedback, demonstrate growth, and frame everything around measurable impact.

Do this, and you're not just making your manager's job easier. You're significantly increasing the odds that your contributions are recognised and rewarded appropriately.

What about you?

What's worked for you when preparing for performance reviews?

Any tips or strategies you'd share with other Product Managers navigating this process?

Hit reply and let me know. I'd love to hear what's worked in your experience.