Best-self review: how to process feedback in an actionable way
Tags: growth, productivity, feedback
Published: 2022-09-13 08:49:10

Every six months at Hotjar, employees have their **best-self review**, which consists of a self and peer review. The review forces us all to reflect on two things: how well we’re living up to [Hotjar’s core values](https://www.hotjar.com/blog/how-values-guide-everything-we-do/) and how we’re performing against our seniority criteria. We’re required to give examples of things we’ve accomplished during the period, and also think about how we can improve and continue to grow. Our peers are also given an opportunity to share their thoughts and feedback. Finally, we discuss these results at a performance review meeting with our lead.

Although this time can feel tense and high-pressure, ultimately, it helps us grow and develop our skills. To that end, it’s every Hotjarian’s responsibility to find ways of processing all the information given to us in a way that translates to concrete actions or steps we can take to achieve our goals. Of course, this is easier said than done.

I want to share my personal process and experience, and what works for me. Each person is different, so my method may not necessarily be beneficial for everyone—but it’s something to consider if you, like many others, dread the review cycle and **find it difficult to comprehend and respond to feedback received in the moment**.

## Changing my approach to reviews

I’m a nervous and anxious person. The anticipation of my lead sharing feedback with me is inevitably very stressful. In the past, I’ve been guilty of joining the meeting, sitting there, and partially listening—while at the same time trying to read the feedback cards and managing my anxiety. Because I’m receiving the info **at that moment**, I don’t have much to say or comment on because I don’t have the capacity to process it on the spot effectively.

This is not a very useful way to spend my and my lead’s time. So we decided to try something different: in my last review, my lead shared the feedback with me a few days before we met, giving me the time to process this information in my own way. 

It worked.

For the first time, I was the one doing the majority of the talking in my review. I was the one presenting the feedback and ideas for changes I could make to achieve my goals to my lead—not the other way around.

I felt more proactive, and the time was more productive: I could ask about specific aspects that were unclear to me, or focus on things I wanted to improve but needed more guidance on how.

I organized all the information on a Miro board, developing this template:

![Image description](https://dev-to-uploads.s3.amazonaws.com/uploads/articles/yja4zu6ii5o7hq6m9r4q.jpg)

## A breakdown of my Miro

My board consists of five sections:

### 1. To improve

Here, I organized the big topics or themes—things that I repeatedly mentioned—on bigger green cards, and placed the specifics around them on smaller yellow cards.

For example: a green card might say _**impact the company**_. In turn, its yellow cards might say _**lead a Chapter Week initiative**_ or _**share more learnings in common channels**_. 

I used arrows to help me correlate between them and added a few notes where necessary.

### 2. To discuss with peers

Sometimes, feedback can be unexpected or unclear. It’s crucial to clarify exactly what my peers are trying to say so I can actually do something about it. I added those cards so I could meet with my colleagues and have these discussions directly.

### 3. To continue

The good stuff!😊 Even though we tend to focus on what we need to improve, it’s good to reflect on the things we’re good at so we can keep doing them. It’s also something that makes us feel good, so we shouldn’t ignore our strengths!

### 4. Goals

This is a big one: if we don’t know what we want to achieve, it’s harder to come up with concrete action items. It’s important to work towards a goal, even if that goal changes in time (which is both natural and expected, especially with long-term goals).

It helps to select the most important aspects from the review and focus on these. So I added two sections: one for the short-term goal (for example, _**promotion to level X in 6 months**_) and another for long-term, looking two or three years into the future.

### 5. Actions

This is where I added concrete actions to take based on the green and yellow cards from the “To improve” section. 

I kept the green ones (the themes) and added blue cards for each action I wanted to take. For example, related to the _**impact the company**_ example I mentioned earlier, I could add _**lead the next Chapter Week initiative on [this date]**_. As you can see, this is similar to the yellow cards, but it’s more concrete. It’s also filtered because not all the things mentioned in the yellow cards resulted in actions for this specific time.

While populating these sections, I left comments on things I wasn’t sure of or wanted to discuss with my lead, and we focused on these during our meeting time. I found this approach incredibly helpful. Unlike previous meetings, which were often spent on things I already knew how to address, or weren’t that relevant for what I wanted to achieve, this meeting ended with **my questions answered and a clear set of actions to take or ideas to refine**. And that’s exactly how it should be—after all, the purpose of the review is to help **me** grow.

## Making my review work for me

Since my last review, I’ve bookmarked the Miro board, and I’m marking progress on my action items. Every now and then, I revisit it to see what I’ve already achieved and what I can still work on before my next review. I also find this helps me organize my personal development time, and I can keep this information in mind when I write my next self-review. 

The feeling that I’m directly addressing the feedback I receive during the review instead of taking random actions has been a game-changer. I have a completely different attitude towards my review. While the nerves and anxiety haven’t _completely_ dissipated, I feel much more comfortable—and even confident. Maybe this approach could have the same impact on someone else.