<aside> 📆 H1 OCTOBER 2025 H2 APRIL 2026
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Twice a year, we step back from the day-to-day and ask a simple question about each person on your team: how are they performing now, and where are they going next?
Based on self-reflection, peer feedback, manager feedback, OKR achievement and impact
Performance - what they've delivered Potential - what their ceiling looks like
Bob uses 2 questions from the manager review form to auto-generate the 9-box in the insights section:
Output and delivery against agreed goals. It is backwards-looking. It measures what happened, not what might happen next.
| Rating | Label | What it means |
|---|---|---|
| 5 | High Impact Stretch Performer | Delivered far beyond OKR scope — exceptional cross-team impact in moments of opportunity. |
| Rare and not a sustainable baseline. | ||
| 4 | Exceptional Performer | 95%+ OKR achievement with significant team/department contribution. |
| Consistently operating at or above the next level. | ||
| 3 | Strong Performer | 85–94% OKR achievement. Consistently delivering high-quality outcomes within their remit. |
| Where we expect most people to be. | ||
| 2 | Inconsistent Performer | OKRs missed. Inconsistent delivery that has created disruption for the team, project, or department. |
| 1 | Under Performer | Consistently underdelivering for at least a quarter. |
| Should not be a surprise — this will already have been raised. |
Learning agility, the strongest single predictor of whether someone will perform at the next level. It is forward-looking. It measures trajectory, not current output.
| Score | Meaning |
|---|---|
| 5 | Significantly faster than peers — seeks out unfamiliar problems, builds new capability without prompting, others point to them as an example of growth |
| 4 | Faster than peers — adapts quickly, applies learning from new situations, visibly growing |
| 3 | At pace with peers — learns when required, adapts with support, steady but not self-directed |
| 2 | Slower than peers — needs more support than expected to navigate change or new challenges |
| 1 | Significantly slower than peers — struggles to apply learning from past situations, limited response to coaching |
<aside> ⚠️
The most common mistake: conflating performance and potential. Your highest performers are not automatically your highest-potential employees. A brilliant individual contributor who consistently delivers at their current level may have very limited desire or ability to grow into a more complex role. Score both questions independently.
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