Episode #187: Still Stinky Performance Assessments

Are Frequent Performance Reviews Really Improving Employee Performance?

Across Japan and globally, many major corporations have announced they are abandoning annual performance reviews. Instead, they now promote “continuous feedback” or “real-time performance conversations.”
But has anything truly changed — or is this just clever corporate PR?

At the core, companies still struggle with the same questions:

• How do we evaluate our teams fairly?

• Who deserves promotions, bonuses, or higher commissions?

• How do we ensure consistency across departments and leaders?

Simply increasing the frequency of feedback doesn’t solve the quality problem. If managers lack time, skill, and empathy, “continuous feedback” just means continuous frustration.

Mini-summary:
Frequent check-ins don’t guarantee better outcomes. Without skilled communication and consistency, leaders risk annoying their teams more often, not motivating them.

In theory, managers are supposed to have regular one-on-one conversations throughout the year. In reality, they’re buried under an email tsunami, endless meetings, and constant reporting.
Add poor time management and weak delegation skills, and the result is predictable — no time for genuine dialogue.

Switching to frequent performance discussions doesn’t fix this.
Busy, untrained leaders now face more meetings and more stress, with no improvement in outcomes.

Mini-summary:
If time management and delegation aren’t addressed, increasing meeting frequency only multiplies the inefficiency.

The key lies in developing communication, time management, and people skills together.

Training that focuses only on conversation techniques or performance tools misses the real issue. To be truly effective, leaders must learn to:

• Listen actively and empathetically to understand their team’s perspective.

• Manage their time efficiently to create space for meaningful, one-on-one discussions.

• Delegate operational tasks wisely so they can focus on coaching and developing their people.

At Dale Carnegie Tokyo, our leadership and executive coaching programs help managers build exactly these core skills — bridging the gap between knowing what to do and doing it consistently.

Mini-summary:
True leadership development happens when theory becomes practice — when leaders learn to manage themselves before managing others.

For continuous performance management to succeed in a Japanese business context, leaders need both skill and courage.
It’s not about holding more meetings — it’s about having better conversations.
That means addressing fears, improving communication habits, and practicing new behaviors consistently.

This can’t be achieved through a two-hour workshop.
Real transformation requires structured coaching, repetition, and accountability — principles central to Dale Carnegie’s 100+ years of leadership training experience.

Mini-summary:
Sustainable change requires practice, not paperwork. Continuous improvement begins with continuous leadership growth.

Frequent performance reviews only create value when leaders have the time, empathy, and communication skills to make them meaningful.

Both Japanese and multinational companies face the same challenge — transforming managers into genuine coaches who inspire growth and accountability.

Lasting improvement comes from integrated development in leadership, communication, and time management skills.

At Dale Carnegie Tokyo, we provide long-term coaching that transforms leadership theory into consistent, effective daily behavior.

Founded in the U.S. in 1912, Dale Carnegie Training has empowered professionals and organizations worldwide for over a century through leadership, sales, presentation, executive coaching, and DEI programs.
Our Tokyo office, established in 1963, continues to help both Japanese and multinational clients develop leaders who inspire confidence, communicate with impact, and drive performance.