_{A Monthly Newsletter: January 2026}

As we step into a new year, many of us are reflecting on what we want more of in our work and lives—and how we can help our teams do the same. January naturally brings conversations about goals and growth, but too often those discussions get tangled up in performance metrics instead of genuine exploration. In this month’s feature, I share how leaders can move beyond the formalities of the performance review and create real career conversations—ones that feel curious, human, and focused on possibility rather than evaluation. When we shift from “How did you measure up?” to “What’s changing for you, and what’s next?”, we open the door to more trust, engagement, and alignment for the year ahead.

Wishing you a successful year ahead! - Emma

How to Have Career Conversations That Don’t Sound Like Performance Reviews

Most organizations say they want employees to “own their careers,” yet the place career conversations most often happen is in the annual performance review—one of the worst contexts for an honest conversation about the future.

Performance reviews are high-stakes and backward-looking, focused on ratings and compensation. Real career conversations are the opposite: they’re curious, spacious, and focused on the person—their aspirations, strengths, and possibilities. When leaders create room for that kind of dialogue, it’s not just good for the employee; it gives the organization sharper insight into its talent and potential.

Why the performance review isn’t the right container

In a typical review, the unspoken question is “How did you measure up?” That automatically triggers self-protection. People edit themselves—avoiding talk of doubts, ambitions, or misalignment—because they fear it could affect their pay or reputation.

The result? A few safe “development goals,” a polite nod toward promotion, and little real insight about what’s next. Both sides leave with a completed form, but no deeper understanding of what energizes the person, or what might cause them to leave.

What a real career conversation sounds like

A genuine career conversation feels completely different. It’s not about judgment—it’s about exploration. The goal is to understand who someone is becoming, and how their work can support that growth.

Instead of leading with “Here’s how you performed,” try something like: “Let’s explore what’s changing for you - your interests, energy, and ambitions - and what that might mean for your next chapter here.”

A few question shifts can make a big difference:

• “Where do you see yourself in five years?” → “What kinds of problems do you want to be solving more of over the next couple of years?”

• “What are your development areas?” → “What skills or experiences would you be excited to grow next?”

• “Are you interested in a promotion?” → “What would progress look like for you right now—title, scope, impact, learning, something else?”

Separate the meetings: review vs. career

One simple but powerful shift is to stop trying to do everything in one conversation. Use the performance review for what it’s designed to do—discuss results and expectations—and create a separate career conversation that’s not tied to ratings or salary.

When you invite someone to that discussion, be clear: “This isn’t a performance review. This is your space to think out loud about your career—what you want more of, less of, and what might be next. My role is to listen, explore possibilities with you, and be transparent about what this organization can offer.”

That level of clarity lowers defensiveness and opens the door to real honesty.

A light structure to keep it grounded

You don’t need a big framework—just a few simple touchpoints can keep the conversation both human and useful.

Past – What have you learned about yourself? “Looking back over the past year or two, what work has energized you most?” “What have you discovered about your strengths or preferences?”

Present – Where are you now? “How does your current role fit (or not fit) with the kind of work you want to be doing?” “What feels like a good stretch, and what feels draining?”

Future – What might be next? “If you could design your next chapter here, what would it include more of? Less of?” “What skills, experiences, or exposure would make the biggest difference for you in the next 12–18 months?”

You don’t have to resolve everything in one sitting. The goal is to leave with more shared clarity and one or two next steps—a stretch project, an introduction, or simply another conversation.

From “answer‑giver” to “thinking partner”

Managers often feel pressure to have the answers: to define a career path or promise a next role. But that brings the conversation right back into performance-management mode.

The real power comes from being a thinking partner. Ask thoughtful questions, reflect back what you hear, and be honest about what’s possible. Even when the organization can’t offer the ideal next step, people remember the leaders who listened and took them seriously.

For HR and people leaders

If you’re responsible for talent development, this is a high-leverage place to make a change. Organizations that distinguish between performance reviews and career conversations see higher engagement, stronger retention, and richer succession insight.

Helping managers learn how to have real, future-focused career conversations is one of the most impactful investments you can make.

ps. If you’re exploring ways to bring this into your organization—whether through workshops or group coaching—it’s work I love designing and delivering. Book a strategy call to discuss your needs and let’s see what we can achieve together!

Podcast Alert!

I recently had the pleasure of joining Regina Huber on her podcast ‘Rise to Lead’. In this episode we discussed ‘Feedback that Build Trust.’

Watch and listen here on YouTube!

Free Webinar - Creating a Winning Resume!

Do you know someone who would benefit from guidance on their resume? Or perhaps you are planning to make your next move but are not sure what changes might be most effective to secure your next position. Register for my webinar, on January 13th to get some tips! The QR code will take to the registration page!

Leadership Spotlight!

This month I am delighted to spotlight Debbie Balika. I have known Debbie for several years and have always been impressed with her dedication and ability to engage and communicate with diverse audiences and her tireless drive to improve herself through education and training! I hope you enjoy this.

Can you share a bit about your career journey and how you got to where you are now? I didn’t follow a traditional path. After struggling in high school, I went back a few years later and eventually became a pharmacy technician for 15 years. I later taught at Sheridan College, went through early childhood education, and then pursued teaching at the elementary school level. I discovered the classroom setting wasn’t a fit and pivoted to biology research, completing my master’s in science and teaching at Lakehead University. From there, I moved into environmental work—first with Kawartha Conservation, then Conservation Ontario as a provincial program manager, and later into private environmental consulting. Today, in my current role at a Health Care Centre, I feel I’m finally doing meaningful work that makes an immediate difference. Throughout my career, I’ve followed opportunities that aligned more deeply with my values and desire to contribute.

What values guide you most as a leader? How do you bring them to life? For me, it’s honesty, authenticity, transparency, and accountability. I believe in being human first—caring, compassionate, and humble. I also value boldness—speaking up even when it’s uncomfortable. My style is servant leadership: showing up to support others, staying transparent about challenges, and acknowledging I don’t have to know everything to lead effectively.

You’ve managed many teams—how do you help an underperforming team member grow? I always ask first: are they truly underperforming, or are they in the wrong role? I look for the root cause. Sometimes it’s a skills gap that can be addressed through mentorship and training; other times it’s a personal issue needing compassion and flexibility. I believe in building confidence, checking in regularly, and providing a safe space to talk openly. It’s about seeing the person first, not just the performance.

Tell us about a difficult decision you’ve made and what you learned from it. Leaving my last role in environmental consulting was tough. I cared deeply for the team and communities I supported, but the environment presented some challenges with communication and values alignment, and over time my intuition told me it wasn’t a healthy fit. Walking away reaffirmed two important lessons for me: to trust my gut and to stay true to my values. It’s hard to leave something familiar, but alignment and integrity matter more in the long term.

How do you foster communication and engagement across large teams? For me, it’s about creating genuine safe spaces—not just saying it’s safe but showing it through consistency and respect. I prepare questions and scenarios that help people see impact across departments without assigning blame. Recently, I facilitated a two-and-a-half-hour session with 30 people where engagement stayed high throughout—that’s the sign of a true conversation, not a broadcast. The key is curiosity, transparency, and structure.

What opportunities and challenges do you see ahead in your current role? Integration is a big one—moving from siloed to interdisciplinary work. It reminds me of watershed management in the environmental sector, where everything connects. There’s also growing excitement around the health centre’s shift toward an academic health sciences model and more cross-functional collaboration. Personally, I’m pursuing my business analyst certification through PMI to bring a stronger strategic lens to my project work.

Can you share a failure or setback that shaped your leadership approach? Early in my conservation work, a watershed plan was developed to an advanced stage; however, municipal funding was not allocated at that time. It felt crushing at the time. But it forced me to reimagine collaboration—engaging in citizen science, finding creative partnerships, and developing community-based approaches that still exist today. Failures, when reframed as lessons, are fertile ground for innovation.

Finally, what advice would you give someone stepping into their first leadership role? Listen deeply—to people, to tone, and to what’s not said. New leaders often rush to fix things, but listening builds understanding and trust. Also, don’t be afraid to seek advice or do a gut check with colleagues. Asking for input doesn’t weaken your credibility—it strengthens it. Leadership isn’t about having all the answers; it’s about making thoughtful, human decisions.

-Thank you Debbie, for taking the time to share your wonderful experiences!

Debbie is a Project Management Lead at a Health Care Centre, and you can connect with her here on LinkedIn.

If you are looking for some support in your own leadership journey, booking a free strategy call with me today and let’s create a plan that excites you!

Referring Someone in Your Network

It makes sense that you trust your colleagues and friends to provide great professional contacts. So, if someone in your network could use coaching and/or team training support, please introduce us!

My LinkedIn profile for sharing is here.

I’m very grateful for everyone who connects me with their colleagues and friends. Thank you!

Emma