Quick answer: Prepare 3-5 concrete accomplishments with measurable impact, research your market rate, and decide before the meeting what outcome you're aiming for (rating, raise amount, or specific feedback). Most people walk in unprepared and talk about effort; winning reviews talk about output and dollar impact.

Why preparation matters more than you think

Performance reviews are often the primary moment when your compensation is actively reconsidered. Managers who go into reviews without documentation default to what they remember -- which is recent, visible work, not your best work from 8 months ago.

Your goal: make it easy for your manager to advocate for you. Bring the evidence; they bring the budget discussion.

Step 1: Document your wins from the past year

Start at least two weeks before the review. Pull from:

• Email history, Slack logs, project management tools
• Metrics and dashboards you own or contributed to
• Feedback you received from customers, colleagues, or leadership
• Projects completed, and their impact on revenue, cost, speed, or quality

The format that works: "I did X, which resulted in Y." Not "I worked hard on X."

Weak: "Led the Q3 marketing campaign." Strong: "Led the Q3 marketing campaign that generated 1,400 leads and $380,000 in pipeline -- 24% above target."

Quantify wherever possible. Revenue generated, cost saved, time reduced, error rates improved, headcount managed, accounts retained. If your role doesn't have obvious metrics, create reasonable proxies: projects shipped, deadlines met, SLAs hit.

Step 2: Research your market rate before the meeting

Knowing your market rate serves two purposes: it tells you how much to ask for, and it gives you a data-based rationale that's harder to dismiss than "I feel undercompensated."

Go into the review knowing:

• Your current total compensation (base + bonus + equity + benefits value)
• Market median for your role, level, and location
• Whether you're above, at, or below market

See: what is market rate salary and how much to ask for a raise for methodology.

Step 3: Prepare your self-assessment language

Most companies ask for a written self-assessment before the formal review. Treat this as the first version of your business case. Common mistakes:

• Being vague ("contributed to team success")
• Being falsely modest ("tried to do my best with X challenge")
• Focusing on process instead of outcomes ("managed the vendor relationship")

Use the accomplishment format above. Include at least one challenge you navigated well (shows self-awareness) and one area of growth you're actively addressing (preempts the manager's "area for improvement" section).

Step 4: Decide your ask before you walk in

Know exactly what outcome you want from the review:

• A specific performance rating (if ratings affect pay)
• A specific salary target
• A promotion discussion
• Specific feedback on your path to the next level

Most people leave this vague and accept whatever the manager proposes. If you want $90,000 and you're at $82,000, know that going in. If you want a promotion to Senior [Title], say that clearly. Your manager can't advocate for something they don't know you want.

What to say in the meeting

Open by highlighting your top 2-3 wins from the document you prepared. Don't read it -- summarize conversationally.

"The thing I'm most proud of this year was X, which led to Y. I also want to flag Z because it had impact that wasn't fully visible."

Ask for specific feedback on your standing. Don't end the meeting with vague encouragement:

"Where do you see me in terms of the team's performance distribution?" or "Is my compensation where you'd expect it to be for my contribution?"

Raise your compensation ask directly. Don't hint -- state it:

"Based on what I've contributed this year and market data showing my role typically earns $87,000-$95,000, I'd like to discuss moving my salary to $90,000 at this review."

See: raise request email for following up in writing after the meeting.

The timing play: 4-6 weeks before the review

Do something visible and high-value 4-6 weeks before the review. Managers writing reviews pull heavily on recent memory. A well-timed project delivery, a commendation from senior leadership, or a visible cross-team contribution in the 60 days before a review has disproportionate influence on how the review reads.

Frequently asked questions

What if my manager doesn't give me advance notice of the review?

Ask for 1-2 weeks advance notice so you can prepare a self-assessment. Framing: "I want to come prepared with a summary of my year -- could we schedule this for [date] to give me time to put that together?"

Should I mention competing job offers in a performance review?

Only if you're genuinely prepared to leave and want to use the offer as leverage. Mentioning an offer you wouldn't act on is a bluff your manager may call. See: salary increase when changing jobs for how external offers affect your leverage.

What if I get a poor rating I disagree with?

Ask for specific examples of the behaviors or outputs that led to the rating. If you can rebut with documented evidence, do so -- professionally and specifically. If the rating stands, ask what specific outcomes would change it at the next review.

How do I prepare for a review in a new role or my first 90 days?

Expectations are usually lower in the first 6 months. Focus your self-assessment on ramp speed, relationship building, and early wins. The bar is "are you on track?" not "have you exceeded targets?"

What if raises are frozen?

Ask what's available outside of base: spot bonuses, equity refreshes, additional PTO, a future off-cycle review. A "raises are frozen" policy is often specific to base salary. See: how to ask for a raise for alternative strategies.