Coaching practices for How to Review Performance Correctly
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For How to Review Performance Correctly, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- It went well so I assumed I did everything right and moved on
- When something goes badly I’ll pick it apart for hours, but when something actually goes great I just enjoy it and move on without a second thought
- I lost, so I’ve written the whole thing off as a failure
- I only ever stop to reflect when something blows up
- Every time I review how I acted today I catch myself building a defense
Practices that may help
- Debrief against process goals, not just the outcome
After performance, evaluate whether you executed your process goals before evaluating the result.
Process vs. Outcome Goals in Sport and Performance - Apply the AAR to successes, not only setbacks
Reviewing what actually caused a win produces replicable insight; reviewing only failures produces only loss-avoidance.
After-Action Review: The US Army’s Tool for Continuous Learning - Review process goal execution separately from outcomes after each performance
Evaluate how well you executed your process goals independently of whether you won or lost.
Process Goals, Made Practical - Build a regular AAR cadence, not just crisis-triggered reviews
Reviews triggered only by problems create a negative-events database; a regular cadence captures ordinary learning that compounds.
After-Action Review: The US Army’s Tool for Continuous Learning - Seneca’s evening court — judge the day as an honest prosecutor
Review the day as a fair judge would: what was the evidence, what was the verdict, what is the sentence?
The Pythagorean Evening Review - The three-question evening review
Ask three questions before sleep: What did I do wrong? What did I succeed at? What could I have done better?
The Pythagorean Evening Review - Run the four-question AAR within 24 hours of any significant event
What was planned? What happened? Why the gap? What next? — answered while memory is fresh.
After-Action Review: The US Army’s Tool for Continuous Learning - Debrief to grow capability, not just to grade
Close the loop with a learning-focused review so the next delegation needs less of you.
Effective Delegation, Made Practical - Score decision quality separately from outcome quality
Judge the process you used — not whether it worked — when you review a past decision.
Decision Journaling: Learning to Decide Better Over Time - Analyze your best days — not just your failures — to identify what drives success
When performance is above target, investigate what made it so: replicating peaks is as important as preventing troughs.
Feedback Loops and Behavior Change
Related concerns
- How To Review Performance
After performance, evaluate whether you executed your process goals before evaluating the result.
Debrief against process goals, not just the outcome
- Post Performance Review
After performance, evaluate whether you executed your process goals before evaluating the result.
- Post Performance Review Process Goals
After performance, evaluate whether you executed your process goals before evaluating the result.
- After Action Review Decision Making
An after-action review (AAR) is a structured debriefing developed by the US Army that asks four questions after any event: What was supposed to happen? What actually happened? What caused the difference? What do we do differently next time? Applied consistently, AARs build a culture of learning from experience rather than simply moving on. The evidence base is primarily observational and practice-based; experimental studies are limited but supportive.
- After Action Review The Us Army S Tool For Continuous Learning Before Bed
An after-action review (AAR) is a structured debriefing developed by the US Army that asks four questions after any event: What was supposed to happen? What actually happened? What caused the difference? What do we do differently next time? Applied consistently, AARs build a culture of learning from experience rather than simply moving on. The evidence base is primarily observational and practice-based; experimental studies are limited but supportive.
- Getting Results The Agile Way Ags After A Loss
J.D. Meier’s Agile Results (also called Agile Getting Started or AGS) is a time-management framework built on a simple rule: name three outcomes at the day, week, month, and year level, and focus your effort on completing them. The Monday Vision / Daily Outcomes / Friday Reflection rhythm is a practitioner structure grounded in goal-specificity and reflection research, not a formally studied protocol.
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