Written by Greg Martin
12 min read
NOV 20 2024
Designing a Review Process People Actually Value
What I learned from building a simple, empathy-driven review system for Supply Design.
Written by Greg Martin
12 min read
NOV 20 2024
Designing a Review Process People Actually Value
What I learned from building a simple, empathy-driven review system for Supply Design.
Written by Greg Martin
12 min read
NOV 20 2024
Designing a Review Process People Actually Value
What I learned from building a simple, empathy-driven review system for Supply Design.
From 2017 to 2024, I co-led a digital agency called Supply, where I built and mentored our design team. And since mine was the largest team at the company, I naturally ended up shaping a lot of the processes that supported our internal culture. That meant establishing best practices for recruiting, salary reviews, and even writing our employee handbook. But the most meaningful piece of that work was designing and leading our biannual employee review process.
Anyone who’s managed people knows how crucial feedback is — not just giving it, but receiving it in a way that builds trust and supports growth. And while performance reviews are a standard part of that, what actually makes them effective can vary wildly based on the culture of your company.
From 2017 to 2024, I co-led a digital agency called Supply, where I built and mentored our design team. And since mine was the largest team at the company, I naturally ended up shaping a lot of the processes that supported our internal culture. That meant establishing best practices for recruiting, salary reviews, and even writing our employee handbook. But the most meaningful piece of that work was designing and leading our biannual employee review process.
Anyone who’s managed people knows how crucial feedback is — not just giving it, but receiving it in a way that builds trust and supports growth. And while performance reviews are a standard part of that, what actually makes them effective can vary wildly based on the culture of your company.
From 2017 to 2024, I co-led a digital agency called Supply, where I built and mentored our design team. And since mine was the largest team at the company, I naturally ended up shaping a lot of the processes that supported our internal culture. That meant establishing best practices for recruiting, salary reviews, and even writing our employee handbook. But the most meaningful piece of that work was designing and leading our biannual employee review process.
Anyone who’s managed people knows how crucial feedback is — not just giving it, but receiving it in a way that builds trust and supports growth. And while performance reviews are a standard part of that, what actually makes them effective can vary wildly based on the culture of your company.
Make something better.
Make something better.
Make something better.
At Supply, we wanted a review process that did more than just tick boxes. We wanted something that helped people grow professionally and sharpened their awareness of how their work and presence impacted the team around them.
My partners and I also needed better tools to support our people. Creating a healthy, creative environment is always a challenge, and remote work only made it harder. Without hallway chats or body language to rely on, it became easy to miss context or talk past each other. We needed a system that helped close those gaps — something that realigned perceptions and strengthened the manager-team connection.
If this sounds like the start of a design brief, that’s because it was. I’ll walk you through the criteria we set out to solve for, the solutions I developed to address them, and what I learned along the way.
At Supply, we wanted a review process that did more than just tick boxes. We wanted something that helped people grow professionally and sharpened their awareness of how their work and presence impacted the team around them.
My partners and I also needed better tools to support our people. Creating a healthy, creative environment is always a challenge, and remote work only made it harder. Without hallway chats or body language to rely on, it became easy to miss context or talk past each other. We needed a system that helped close those gaps — something that realigned perceptions and strengthened the manager-team connection.
If this sounds like the start of a design brief, that’s because it was. I’ll walk you through the criteria we set out to solve for, the solutions I developed to address them, and what I learned along the way.
At Supply, we wanted a review process that did more than just tick boxes. We wanted something that helped people grow professionally and sharpened their awareness of how their work and presence impacted the team around them.
My partners and I also needed better tools to support our people. Creating a healthy, creative environment is always a challenge, and remote work only made it harder. Without hallway chats or body language to rely on, it became easy to miss context or talk past each other. We needed a system that helped close those gaps — something that realigned perceptions and strengthened the manager-team connection.
If this sounds like the start of a design brief, that’s because it was. I’ll walk you through the criteria we set out to solve for, the solutions I developed to address them, and what I learned along the way.
Cover of a Supply employee review deck .
Cover of a Supply employee review deck .
Cover of a Supply employee review deck .
Our review toolkit.
Our review toolkit.
Our review toolkit.
Nothing gets designed in a vacuum, so it’s worth calling out two key factors at Supply that made this review process work. First, we were intentional about hiring people who were not just talented, but empathetic and aligned with our values. That gave us a team naturally open to thoughtful feedback and personal growth. Second, mentorship wasn’t some occasional formal event — it was baked into our daily rhythm. Creative Directors coached in real time on projects, and managers held regular 1:1s to keep the feedback loop active. This meant our biannual reviews didn’t have to do all the heavy lifting, and could focus a little more on personal development and strengthening team dynamics.
Once designed and rolled out, our review process ran every six months with three key parts:
Nothing gets designed in a vacuum, so it’s worth calling out two key factors at Supply that made this review process work. First, we were intentional about hiring people who were not just talented, but empathetic and aligned with our values. That gave us a team naturally open to thoughtful feedback and personal growth. Second, mentorship wasn’t some occasional formal event — it was baked into our daily rhythm. Creative Directors coached in real time on projects, and managers held regular 1:1s to keep the feedback loop active. This meant our biannual reviews didn’t have to do all the heavy lifting, and could focus a little more on personal development and strengthening team dynamics.
Once designed and rolled out, our review process ran every six months with three key parts:
Nothing gets designed in a vacuum, so it’s worth calling out two key factors at Supply that made this review process work. First, we were intentional about hiring people who were not just talented, but empathetic and aligned with our values. That gave us a team naturally open to thoughtful feedback and personal growth. Second, mentorship wasn’t some occasional formal event — it was baked into our daily rhythm. Creative Directors coached in real time on projects, and managers held regular 1:1s to keep the feedback loop active. This meant our biannual reviews didn’t have to do all the heavy lifting, and could focus a little more on personal development and strengthening team dynamics.
Once designed and rolled out, our review process ran every six months with three key parts:
Anonymous Peer Review
A tool to surface grounded, relevant feedback, sent to the teammates who had worked most closely with the person being reviewed.
Anonymous Peer Review
A tool to surface grounded, relevant feedback, sent to the teammates who had worked most closely with the person being reviewed.
Anonymous Peer Review
A tool to surface grounded, relevant feedback, sent to the teammates who had worked most closely with the person being reviewed.
Self Review
An opportunity to reflect on strengths, challenges, and growth areas, completed by both the employee and their manager.
Self Review
An opportunity to reflect on strengths, challenges, and growth areas, completed by both the employee and their manager.
Self Review
An opportunity to reflect on strengths, challenges, and growth areas, completed by both the employee and their manager.
Feedback Discussion
A dedicated 1:1 where employee and manager sat down to compare insights, clear up any blind spots, and align on next steps.
Feedback Discussion
A dedicated 1:1 where employee and manager sat down to compare insights, clear up any blind spots, and align on next steps.
Feedback Discussion
A dedicated 1:1 where employee and manager sat down to compare insights, clear up any blind spots, and align on next steps.
Success Criteria
Success Criteria
Success Criteria
To design a review process that met the needs of both employees and managers, I established the following success criteria:
To design a review process that met the needs of both employees and managers, I established the following success criteria:
To design a review process that met the needs of both employees and managers, I established the following success criteria:
01
Provide an easy, low-stress way to raise flags.
Make it easy for team members to provide simple feedback that enables early detection and discussion of areas that need work before they become issues.
01
Provide an easy, low-stress way to raise flags.
Make it easy for team members to provide simple feedback that enables early detection and discussion of areas that need work before they become issues.
01
Provide an easy, low-stress way to raise flags.
Make it easy for team members to provide simple feedback that enables early detection and discussion of areas that need work before they become issues.
02
Reinforce our company values.
Find a way to visualize how well individuals were upholding our values and create space for discussion where needed.
02
Reinforce our company values.
Find a way to visualize how well individuals were upholding our values and create space for discussion where needed.
02
Reinforce our company values.
Find a way to visualize how well individuals were upholding our values and create space for discussion where needed.
03
Provide a way to celebrate success.
Capture validation of growth and success from colleagues. This is often more meaningful than the same words coming from a manager.
03
Provide a way to celebrate success.
Capture validation of growth and success from colleagues. This is often more meaningful than the same words coming from a manager.
03
Provide a way to celebrate success.
Capture validation of growth and success from colleagues. This is often more meaningful than the same words coming from a manager.
04
Make professional growth a team effort.
Collect constructive, first-hand feedback on behavior and performance from the folks who are there experiencing it.
04
Make professional growth a team effort.
Collect constructive, first-hand feedback on behavior and performance from the folks who are there experiencing it.
04
Make professional growth a team effort.
Collect constructive, first-hand feedback on behavior and performance from the folks who are there experiencing it.
05
Provide a way to align perceptions.
Find a way to compare the perceptions of employee and their manager.
05
Provide a way to align perceptions.
Find a way to compare the perceptions of employee and their manager.
05
Provide a way to align perceptions.
Find a way to compare the perceptions of employee and their manager.
06
End with something actionable.
Ensure feedback and insights collected from this process translate into something actionable and connect to ongoing employee goals.
06
End with something actionable.
Ensure feedback and insights collected from this process translate into something actionable and connect to ongoing employee goals.
06
End with something actionable.
Ensure feedback and insights collected from this process translate into something actionable and connect to ongoing employee goals.
To protect employee privacy, any insights or feedback examples in this writeup have been lightly fictionalized using ChatGPT. Our employee “Maxwell” is not a real person.
To protect employee privacy, any insights or feedback examples in this writeup have been lightly fictionalized using ChatGPT. Our employee “Maxwell” is not a real person.
To protect employee privacy, any insights or feedback examples in this writeup have been lightly fictionalized using ChatGPT. Our employee “Maxwell” is not a real person.
Provide an easy, low-stress way to raise flags.
Provide an easy, low-stress way to raise flags.
Provide an easy, low-stress way to raise flags.
Each review cycle kicked off with anonymous peer feedback. Team members filled out one or more reviews for the people they’d worked closely with over the past six months. To guide this, I created a set of behavioral questions tied to the expectations we held for everyone on the team. Using a simple Likert scale, reviewers could indicate how often they observed each behavior — no long essays, just clear signals.
The goal was to collect consistent, actionable data without adding a ton of overhead. This gave managers a head start on spotting growth opportunities and set the stage for a more focused, meaningful review conversation.
Each review cycle kicked off with anonymous peer feedback. Team members filled out one or more reviews for the people they’d worked closely with over the past six months. To guide this, I created a set of behavioral questions tied to the expectations we held for everyone on the team. Using a simple Likert scale, reviewers could indicate how often they observed each behavior — no long essays, just clear signals.
The goal was to collect consistent, actionable data without adding a ton of overhead. This gave managers a head start on spotting growth opportunities and set the stage for a more focused, meaningful review conversation.
Each review cycle kicked off with anonymous peer feedback. Team members filled out one or more reviews for the people they’d worked closely with over the past six months. To guide this, I created a set of behavioral questions tied to the expectations we held for everyone on the team. Using a simple Likert scale, reviewers could indicate how often they observed each behavior — no long essays, just clear signals.
The goal was to collect consistent, actionable data without adding a ton of overhead. This gave managers a head start on spotting growth opportunities and set the stage for a more focused, meaningful review conversation.
Ranked choice survey.
Ranked choice survey.
Ranked choice survey.
What did I learn?
Writing survey questions that people interpret the same way is harder than it looks. My first version? Kind of a mess. There was real confusion over which end of the scale meant what, especially when it came to what counted as a “positive” response.
It took about three rounds to get the wording and structure right, but the learning curve was worth it. Once we nailed it, the feedback became noticeably more consistent and a whole lot more valuable. It not only helped managers surface problem areas, but just as importantly, it highlighted the positive behaviors teammates noticed, often the stuff that goes unacknowledged.
What did I learn?
Writing survey questions that people interpret the same way is harder than it looks. My first version? Kind of a mess. There was real confusion over which end of the scale meant what, especially when it came to what counted as a “positive” response.
It took about three rounds to get the wording and structure right, but the learning curve was worth it. Once we nailed it, the feedback became noticeably more consistent and a whole lot more valuable. It not only helped managers surface problem areas, but just as importantly, it highlighted the positive behaviors teammates noticed, often the stuff that goes unacknowledged.
What did I learn?
Writing survey questions that people interpret the same way is harder than it looks. My first version? Kind of a mess. There was real confusion over which end of the scale meant what, especially when it came to what counted as a “positive” response.
It took about three rounds to get the wording and structure right, but the learning curve was worth it. Once we nailed it, the feedback became noticeably more consistent and a whole lot more valuable. It not only helped managers surface problem areas, but just as importantly, it highlighted the positive behaviors teammates noticed, often the stuff that goes unacknowledged.
Reinforce our company values.
Reinforce our company values.
Reinforce our company values.
The other side of this ranked choice survey was how we communicated the synthesized results back to the person being reviewed. To make things easy to interpret, I used a simple color scale ranging from blue (“always”) to red (“rarely”). This let us quickly visualize patterns across multiple responses, making it easy to spot potential issues or outliers worth digging into during the review conversation.
The other side of this ranked choice survey was how we communicated the synthesized results back to the person being reviewed. To make things easy to interpret, I used a simple color scale ranging from blue (“always”) to red (“rarely”). This let us quickly visualize patterns across multiple responses, making it easy to spot potential issues or outliers worth digging into during the review conversation.
The other side of this ranked choice survey was how we communicated the synthesized results back to the person being reviewed. To make things easy to interpret, I used a simple color scale ranging from blue (“always”) to red (“rarely”). This let us quickly visualize patterns across multiple responses, making it easy to spot potential issues or outliers worth digging into during the review conversation.
Synthesis of ranked choice results.
Synthesis of ranked choice results.
Synthesis of ranked choice results.
What did I learn?
The Likert scale and color coding was really effective, giving us a quick read on how well the employee was adhering to company values in the eyes of their peers (something employees really appreciated.) Solid blues meant you’re doing great. Greens suggested someone had hesitated to give full marks — maybe a subtle cue to check in on a specific behavior. Yellow was a gentle flag that opened the door to asking why someone had provided that rating, and what the employee being reviewed could do differently by the next cycle.
I never saw orange or red, but if I had, that would’ve signaled the need for more serious conversations around what wasn’t working and how to turn it around.
Probably the most important thing I learned here is that raising a flag — whether it’s pointing to a strength or a concern — doesn't need to be complex as long as it leads to the right follow-up conversation. That’s what really matters: not just spotting signals, but creating space to talk about them.
What did I learn?
The Likert scale and color coding was really effective, giving us a quick read on how well the employee was adhering to company values in the eyes of their peers (something employees really appreciated.) Solid blues meant you’re doing great. Greens suggested someone had hesitated to give full marks — maybe a subtle cue to check in on a specific behavior. Yellow was a gentle flag that opened the door to asking why someone had provided that rating, and what the employee being reviewed could do differently by the next cycle.
I never saw orange or red, but if I had, that would’ve signaled the need for more serious conversations around what wasn’t working and how to turn it around.
Probably the most important thing I learned here is that raising a flag — whether it’s pointing to a strength or a concern — doesn't need to be complex as long as it leads to the right follow-up conversation. That’s what really matters: not just spotting signals, but creating space to talk about them.
What did I learn?
The Likert scale and color coding was really effective, giving us a quick read on how well the employee was adhering to company values in the eyes of their peers (something employees really appreciated.) Solid blues meant you’re doing great. Greens suggested someone had hesitated to give full marks — maybe a subtle cue to check in on a specific behavior. Yellow was a gentle flag that opened the door to asking why someone had provided that rating, and what the employee being reviewed could do differently by the next cycle.
I never saw orange or red, but if I had, that would’ve signaled the need for more serious conversations around what wasn’t working and how to turn it around.
Probably the most important thing I learned here is that raising a flag — whether it’s pointing to a strength or a concern — doesn't need to be complex as long as it leads to the right follow-up conversation. That’s what really matters: not just spotting signals, but creating space to talk about them.
Provide a way to celebrate success.
Provide a way to celebrate success.
Provide a way to celebrate success.
In addition to the ranked questions, I included two open-ended prompts to invite more personal, nuanced feedback.
The first asked: “What do you appreciate about this person? What are they doing well? How have they positively impacted you?” (Ok, technically that’s three questions.) The goal was to give teammates a space to reflect on the employee’s strengths and the positive impact they had on the team, things that might not surface in a multiple-choice format.
In addition to the ranked questions, I included two open-ended prompts to invite more personal, nuanced feedback.
The first asked: “What do you appreciate about this person? What are they doing well? How have they positively impacted you?” (Ok, technically that’s three questions.) The goal was to give teammates a space to reflect on the employee’s strengths and the positive impact they had on the team, things that might not surface in a multiple-choice format.
In addition to the ranked questions, I included two open-ended prompts to invite more personal, nuanced feedback.
The first asked: “What do you appreciate about this person? What are they doing well? How have they positively impacted you?” (Ok, technically that’s three questions.) The goal was to give teammates a space to reflect on the employee’s strengths and the positive impact they had on the team, things that might not surface in a multiple-choice format.
Positive feedback from peers on how you impact their working experience at Supply.
Positive feedback from peers on how you impact their working experience at Supply.
Positive feedback from peers on how you impact their working experience at Supply.
I also threw in a simple exercise: list three words that best describe the person you’re reviewing. Honestly, I added it on a whim, curious to see what it might reveal.
I also threw in a simple exercise: list three words that best describe the person you’re reviewing. Honestly, I added it on a whim, curious to see what it might reveal.
I also threw in a simple exercise: list three words that best describe the person you’re reviewing. Honestly, I added it on a whim, curious to see what it might reveal.
A simplified snapshot of how you're perceived by others on the team.
A simplified snapshot of how you're perceived by others on the team.
A simplified snapshot of how you're perceived by others on the team.
What did I learn?
I learned three things from this part of the review. First, the responses to the “I appreciate…” question were often deeply meaningful to the person being reviewed. Second, we learned that an empathetic team wants to give positive feedback just as much as they want to receive it. And third, that simple “three words” exercise? Turns out, it sparked thoughtful reflections and gave people a surprisingly clear, human snapshot of how they were seen by their peers.
What did I learn?
I learned three things from this part of the review. First, the responses to the “I appreciate…” question were often deeply meaningful to the person being reviewed. Second, we learned that an empathetic team wants to give positive feedback just as much as they want to receive it. And third, that simple “three words” exercise? Turns out, it sparked thoughtful reflections and gave people a surprisingly clear, human snapshot of how they were seen by their peers.
What did I learn?
I learned three things from this part of the review. First, the responses to the “I appreciate…” question were often deeply meaningful to the person being reviewed. Second, we learned that an empathetic team wants to give positive feedback just as much as they want to receive it. And third, that simple “three words” exercise? Turns out, it sparked thoughtful reflections and gave people a surprisingly clear, human snapshot of how they were seen by their peers.
Make identifying professional growth opportunities a team effort.
Make identifying professional growth opportunities a team effort.
Make identifying professional growth opportunities a team effort.
The second open-ended question in our peer review asked: “Where do you think this person could improve or grow professionally?” This was intended as a space for teammates to offer thoughtful, constructive feedback based on real collaboration.
Reviewers had total freedom in how they responded, but we gave them two simple guidelines: keep it productive, and write with the level of thoughtfulness you’d want if the roles were reversed. The goal wasn’t to criticize — it was to surface opportunities for growth in a way that felt honest, respectful, and genuinely helpful.
The second open-ended question in our peer review asked: “Where do you think this person could improve or grow professionally?” This was intended as a space for teammates to offer thoughtful, constructive feedback based on real collaboration.
Reviewers had total freedom in how they responded, but we gave them two simple guidelines: keep it productive, and write with the level of thoughtfulness you’d want if the roles were reversed. The goal wasn’t to criticize — it was to surface opportunities for growth in a way that felt honest, respectful, and genuinely helpful.
The second open-ended question in our peer review asked: “Where do you think this person could improve or grow professionally?” This was intended as a space for teammates to offer thoughtful, constructive feedback based on real collaboration.
Reviewers had total freedom in how they responded, but we gave them two simple guidelines: keep it productive, and write with the level of thoughtfulness you’d want if the roles were reversed. The goal wasn’t to criticize — it was to surface opportunities for growth in a way that felt honest, respectful, and genuinely helpful.
Constructive feedback from your peers on things to work on to help you succeed.
Constructive feedback from your peers on things to work on to help you succeed.
Constructive feedback from your peers on things to work on to help you succeed.
What did I learn?
Ok, so it turns out open-ended questions are tricky and need the right framing. Early on, these prompts were often skipped or met with vague, throwaway answers. But once we reframed the ask around the simple idea of providing the level of detail you yourself would want to receive, responses became noticeably more thoughtful and specific.
And while asking people to call out areas for growth could’ve easily gone negative, it never did. That’s a credit to the team, who approached it with empathy, honesty, and a genuine desire to help each other improve.
In the end, the quality of the feedback didn’t just reflect individual effort — it reflected the culture we had built together: one grounded in trust, care, and a shared commitment to getting better.
What did I learn?
Ok, so it turns out open-ended questions are tricky and need the right framing. Early on, these prompts were often skipped or met with vague, throwaway answers. But once we reframed the ask around the simple idea of providing the level of detail you yourself would want to receive, responses became noticeably more thoughtful and specific.
And while asking people to call out areas for growth could’ve easily gone negative, it never did. That’s a credit to the team, who approached it with empathy, honesty, and a genuine desire to help each other improve.
In the end, the quality of the feedback didn’t just reflect individual effort — it reflected the culture we had built together: one grounded in trust, care, and a shared commitment to getting better.
What did I learn?
Ok, so it turns out open-ended questions are tricky and need the right framing. Early on, these prompts were often skipped or met with vague, throwaway answers. But once we reframed the ask around the simple idea of providing the level of detail you yourself would want to receive, responses became noticeably more thoughtful and specific.
And while asking people to call out areas for growth could’ve easily gone negative, it never did. That’s a credit to the team, who approached it with empathy, honesty, and a genuine desire to help each other improve.
In the end, the quality of the feedback didn’t just reflect individual effort — it reflected the culture we had built together: one grounded in trust, care, and a shared commitment to getting better.
Provide a way to align perceptions.
Provide a way to align perceptions.
Provide a way to align perceptions.
To complement the peer review, I created a self-review survey that both employees and managers completed independently. It included four simple but revealing questions:
What accomplishments are you most proud of from the last six months?
What personal strengths helped you do your job effectively?
What’s one thing you think you could have done better, and what do you think you could do to improve?
What three words best describe you today?
The goal here was to spark some honest self-reflection and give managers and their direct reports a chance to compare notes side by side. Reviewing these responses would be the first step in the review conversation, helped ground the discussion and (ideally) set the tone for a more aligned, productive conversation about growth.
To complement the peer review, I created a self-review survey that both employees and managers completed independently. It included four simple but revealing questions:
What accomplishments are you most proud of from the last six months?
What personal strengths helped you do your job effectively?
What’s one thing you think you could have done better, and what do you think you could do to improve?
What three words best describe you today?
The goal here was to spark some honest self-reflection and give managers and their direct reports a chance to compare notes side by side. Reviewing these responses would be the first step in the review conversation, helped ground the discussion and (ideally) set the tone for a more aligned, productive conversation about growth.
To complement the peer review, I created a self-review survey that both employees and managers completed independently. It included four simple but revealing questions:
What accomplishments are you most proud of from the last six months?
What personal strengths helped you do your job effectively?
What’s one thing you think you could have done better, and what do you think you could do to improve?
What three words best describe you today?
The goal here was to spark some honest self-reflection and give managers and their direct reports a chance to compare notes side by side. Reviewing these responses would be the first step in the review conversation, helped ground the discussion and (ideally) set the tone for a more aligned, productive conversation about growth.
An opportunity for reflection and alignment between manager and direct report.
An opportunity for reflection and alignment between manager and direct report.
An opportunity for reflection and alignment between manager and direct report.
What did I learn?
These conversations turned out to be incredibly valuable — not just for surfacing insights or finding alignment, but for building real trust. When managers took the time to listen and connect the dots, it sent a powerful message: I see you, I’m paying attention, and I’m here to support your growth.
And when the employee’s and manager’s answers didn’t quite align, it wasn’t a problem, it was an opportunity. It gave managers a chance to recalibrate, show they were open to new perspectives, and adjust their assumptions. That openness set a collaborative tone and made the entire review feel more like a two-way conversation than a top-down evaluation.
What did I learn?
These conversations turned out to be incredibly valuable — not just for surfacing insights or finding alignment, but for building real trust. When managers took the time to listen and connect the dots, it sent a powerful message: I see you, I’m paying attention, and I’m here to support your growth.
And when the employee’s and manager’s answers didn’t quite align, it wasn’t a problem, it was an opportunity. It gave managers a chance to recalibrate, show they were open to new perspectives, and adjust their assumptions. That openness set a collaborative tone and made the entire review feel more like a two-way conversation than a top-down evaluation.
What did I learn?
These conversations turned out to be incredibly valuable — not just for surfacing insights or finding alignment, but for building real trust. When managers took the time to listen and connect the dots, it sent a powerful message: I see you, I’m paying attention, and I’m here to support your growth.
And when the employee’s and manager’s answers didn’t quite align, it wasn’t a problem, it was an opportunity. It gave managers a chance to recalibrate, show they were open to new perspectives, and adjust their assumptions. That openness set a collaborative tone and made the entire review feel more like a two-way conversation than a top-down evaluation.
End with something actionable.
End with something actionable.
End with something actionable.
To make sure the review process led to real, actionable outcomes, we closed each discussion with a collaborative wrap-up. Together, the manager and employee identified key growth opportunities from the feedback and captured them in enough detail to shape into SMART goals, something they’d tackle together in their next 1:1.
The goal was to keep the review from becoming a standalone event. Instead, it became a twice-yearly pulse check that delivered fresh, team-informed insights that fed directly into each employee’s evolving set of professional goals.
To make sure the review process led to real, actionable outcomes, we closed each discussion with a collaborative wrap-up. Together, the manager and employee identified key growth opportunities from the feedback and captured them in enough detail to shape into SMART goals, something they’d tackle together in their next 1:1.
The goal was to keep the review from becoming a standalone event. Instead, it became a twice-yearly pulse check that delivered fresh, team-informed insights that fed directly into each employee’s evolving set of professional goals.
To make sure the review process led to real, actionable outcomes, we closed each discussion with a collaborative wrap-up. Together, the manager and employee identified key growth opportunities from the feedback and captured them in enough detail to shape into SMART goals, something they’d tackle together in their next 1:1.
The goal was to keep the review from becoming a standalone event. Instead, it became a twice-yearly pulse check that delivered fresh, team-informed insights that fed directly into each employee’s evolving set of professional goals.
A collaborative effort to translate the review discussion into something actionable.
A collaborative effort to translate the review discussion into something actionable.
A collaborative effort to translate the review discussion into something actionable.
What did I learn?
And it actually worked — which, let’s be honest, is always a good feeling. What really drove adoption across our leadership team was the clear value it added to their conversations with direct reports. When something helps you have better, more focused discussions, you want to keep using it.
Just as important was making the whole process easy to deploy. That only happened because I stayed open to feedback from my peers, actively gathering insights after each cycle. These insights helped me refine and streamline the experience, and made everyone feel like they had a hand in shaping something that truly worked.
What did I learn?
And it actually worked — which, let’s be honest, is always a good feeling. What really drove adoption across our leadership team was the clear value it added to their conversations with direct reports. When something helps you have better, more focused discussions, you want to keep using it.
Just as important was making the whole process easy to deploy. That only happened because I stayed open to feedback from my peers, actively gathering insights after each cycle. These insights helped me refine and streamline the experience, and made everyone feel like they had a hand in shaping something that truly worked.
What did I learn?
And it actually worked — which, let’s be honest, is always a good feeling. What really drove adoption across our leadership team was the clear value it added to their conversations with direct reports. When something helps you have better, more focused discussions, you want to keep using it.
Just as important was making the whole process easy to deploy. That only happened because I stayed open to feedback from my peers, actively gathering insights after each cycle. These insights helped me refine and streamline the experience, and made everyone feel like they had a hand in shaping something that truly worked.
This was the first time my review was actually helpful.
Feedback from a Supply employee
This was the first time my review was actually helpful.
Feedback from a Supply employee
This was the first time my review was actually helpful.
Feedback from a Supply employee
In the end, what made this review process so effective wasn’t just the structure — it was the empathy baked into it. At Supply, we built a culture rooted in trust, openness, and mutual respect, and the review process worked because it reflected those same values. This wasn’t about checking boxes; it was about creating space for honest conversations, collaborative problem solving, and creating new tools for personal growth.
By prioritizing empathy, we created a system that people didn’t dread. It gave everyone, from junior designers to directors, a chance to feel seen, supported, and held accountable. And in a culture like ours, where collaboration and care were already part of the foundation, that approach felt right — both for how we worked and for who we were as a team.
I’ve included Supply’s maxims at the bottom of this page in case you’re interested in what these values I keep referencing actually were.
In the end, what made this review process so effective wasn’t just the structure — it was the empathy baked into it. At Supply, we built a culture rooted in trust, openness, and mutual respect, and the review process worked because it reflected those same values. This wasn’t about checking boxes; it was about creating space for honest conversations, collaborative problem solving, and creating new tools for personal growth.
By prioritizing empathy, we created a system that people didn’t dread. It gave everyone, from junior designers to directors, a chance to feel seen, supported, and held accountable. And in a culture like ours, where collaboration and care were already part of the foundation, that approach felt right — both for how we worked and for who we were as a team.
I’ve included Supply’s maxims at the bottom of this page in case you’re interested in what these values I keep referencing actually were.
In the end, what made this review process so effective wasn’t just the structure — it was the empathy baked into it. At Supply, we built a culture rooted in trust, openness, and mutual respect, and the review process worked because it reflected those same values. This wasn’t about checking boxes; it was about creating space for honest conversations, collaborative problem solving, and creating new tools for personal growth.
By prioritizing empathy, we created a system that people didn’t dread. It gave everyone, from junior designers to directors, a chance to feel seen, supported, and held accountable. And in a culture like ours, where collaboration and care were already part of the foundation, that approach felt right — both for how we worked and for who we were as a team.
I’ve included Supply’s maxims at the bottom of this page in case you’re interested in what these values I keep referencing actually were.
A few closing insights.
A few closing insights.
A few closing insights.
When people feel heard, they engage more deeply.
The team’s response to the review process was overwhelmingly positive. It created space for honest feedback and mutual support to become part of our everyday culture — not the exception.
When people feel heard, they engage more deeply.
The team’s response to the review process was overwhelmingly positive. It created space for honest feedback and mutual support to become part of our everyday culture — not the exception.
When people feel heard, they engage more deeply.
The team’s response to the review process was overwhelmingly positive. It created space for honest feedback and mutual support to become part of our everyday culture — not the exception.
A good process doesn’t just capture feedback — it shapes culture.
While the review process didn’t create our open, empathetic culture, it absolutely reinforced it. Over time, it helped normalize vulnerability, strengthen trust, and build a deeper sense of team camaraderie.
A good process doesn’t just capture feedback — it shapes culture.
While the review process didn’t create our open, empathetic culture, it absolutely reinforced it. Over time, it helped normalize vulnerability, strengthen trust, and build a deeper sense of team camaraderie.
A good process doesn’t just capture feedback — it shapes culture.
While the review process didn’t create our open, empathetic culture, it absolutely reinforced it. Over time, it helped normalize vulnerability, strengthen trust, and build a deeper sense of team camaraderie.
Leadership should model what they ask of others.
We adapted the same review framework for directors, giving our leadership team actionable feedback and sending a clear signal to the rest of the company: we’re holding ourselves to the same standards.
Leadership should model what they ask of others.
We adapted the same review framework for directors, giving our leadership team actionable feedback and sending a clear signal to the rest of the company: we’re holding ourselves to the same standards.
Leadership should model what they ask of others.
We adapted the same review framework for directors, giving our leadership team actionable feedback and sending a clear signal to the rest of the company: we’re holding ourselves to the same standards.
Shared accountability builds stronger teams.
That “in it together” mindset had ripple effects. People became more comfortable leaning on one another, sharing lessons, and asking for advice. It made us more collaborative, more resilient, and stronger as a team than we ever could’ve been as individuals.
Shared accountability builds stronger teams.
That “in it together” mindset had ripple effects. People became more comfortable leaning on one another, sharing lessons, and asking for advice. It made us more collaborative, more resilient, and stronger as a team than we ever could’ve been as individuals.
Shared accountability builds stronger teams.
That “in it together” mindset had ripple effects. People became more comfortable leaning on one another, sharing lessons, and asking for advice. It made us more collaborative, more resilient, and stronger as a team than we ever could’ve been as individuals.
Supply’s maxims defined the mindset and culture we aimed to embody in both our work and our creative environment.
Supply’s maxims defined the mindset and culture we aimed to embody in both our work and our creative environment.
Supply’s maxims defined the mindset and culture we aimed to embody in both our work and our creative environment.
Embrace the unknown.
Give yourself permission to explore new ideas to see where they lead. The value you provide usually lies beyond the obvious. Even if you risk heading in the wrong direction, the exploration is its own reward.
Embrace the unknown.
Give yourself permission to explore new ideas to see where they lead. The value you provide usually lies beyond the obvious. Even if you risk heading in the wrong direction, the exploration is its own reward.
Embrace the unknown.
Give yourself permission to explore new ideas to see where they lead. The value you provide usually lies beyond the obvious. Even if you risk heading in the wrong direction, the exploration is its own reward.
Sweat the details.
Take pride in going a little deeper and taking the extra step. Double-check your work, then double-check it again. Your extreme meticulousness is clear evidence that you're a total pro!
Sweat the details.
Take pride in going a little deeper and taking the extra step. Double-check your work, then double-check it again. Your extreme meticulousness is clear evidence that you're a total pro!
Sweat the details.
Take pride in going a little deeper and taking the extra step. Double-check your work, then double-check it again. Your extreme meticulousness is clear evidence that you're a total pro!
Put yourself in their shoes.
Your number one tool as a creator is empathy. Your clients and colleagues will always appreciate your effort to understand their perspectives. Most of all, empathy is how you put yourself in the shoes of the people who will eventually use the things you're creating.
Put yourself in their shoes.
Your number one tool as a creator is empathy. Your clients and colleagues will always appreciate your effort to understand their perspectives. Most of all, empathy is how you put yourself in the shoes of the people who will eventually use the things you're creating.
Put yourself in their shoes.
Your number one tool as a creator is empathy. Your clients and colleagues will always appreciate your effort to understand their perspectives. Most of all, empathy is how you put yourself in the shoes of the people who will eventually use the things you're creating.
We are better together.
The people who work at Supply are incredibly talented. So find a thought partner. Share your ideas and be prepared to return the favor. The people who hire you are pretty sharp too — leverage their expertise. Collaboration and openness will always serve you well.
We are better together.
The people who work at Supply are incredibly talented. So find a thought partner. Share your ideas and be prepared to return the favor. The people who hire you are pretty sharp too — leverage their expertise. Collaboration and openness will always serve you well.
We are better together.
The people who work at Supply are incredibly talented. So find a thought partner. Share your ideas and be prepared to return the favor. The people who hire you are pretty sharp too — leverage their expertise. Collaboration and openness will always serve you well.
Tell the truth, even when it's hard.
Great partnerships are built on the ability to tell your colleagues and clients the hard truths when no one else will. Sure, they may not want to hear it in the moment, but they'll appreciate it in the end. Deliver and receive honest feedback in the service of doing the best work possible.
Tell the truth, even when it's hard.
Great partnerships are built on the ability to tell your colleagues and clients the hard truths when no one else will. Sure, they may not want to hear it in the moment, but they'll appreciate it in the end. Deliver and receive honest feedback in the service of doing the best work possible.
Tell the truth, even when it's hard.
Great partnerships are built on the ability to tell your colleagues and clients the hard truths when no one else will. Sure, they may not want to hear it in the moment, but they'll appreciate it in the end. Deliver and receive honest feedback in the service of doing the best work possible.
Everything is interesting.
Seek out ways to make the mundane more interesting and fun. Experiment. Challenge yourself. Your energy will inspire your teammates, the client, and carry through to your work in a way that will improve the final product.
Everything is interesting.
Seek out ways to make the mundane more interesting and fun. Experiment. Challenge yourself. Your energy will inspire your teammates, the client, and carry through to your work in a way that will improve the final product.
Everything is interesting.
Seek out ways to make the mundane more interesting and fun. Experiment. Challenge yourself. Your energy will inspire your teammates, the client, and carry through to your work in a way that will improve the final product.