Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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Question: I received negative feedback from my manager on two separate occasions regarding my performance last year. I put a lot of energy into my work and take pride in it. How do you differentiate between a negative performance review and personal or professional pride? – Sophia
Answer: Let’s start with the hard truth: Ego has no place in performance reviews. Effort is important. Consideration is important. But performance feedback isn’t about how hard you’re working or how much you value your work. What matters is results, expectations, and impact.
That distinction is essential. Performance appraisal is not a personality evaluation. It’s not a referendum on your worth. It’s data. And like all data, it’s only useful if you’re willing to look at it honestly.
Twice a year of negative feedback is a signal, not a text. A mistake many professionals make is treating feedback emotionally rather than analytically. When that happens, pride gets in the way of progress. Growth requires humility, not defensiveness.
The first job is to assess the quality of the feedback itself. Strong feedback is specific, action-based, and tied to results. Answer questions such as: What isn’t working? What am I missing? What does “good” really mean? Vague statements and general complaints are not helpful. You are right to seek clarity if that is what you can get.
Please ask specifically. example. Clear expectations. If managers can’t clearly articulate what needs to change, it’s a management problem. But if you can and you’ve heard the same theme over and over again, it’s time to take the feedback seriously.
Next, take an honest look at the fit. Are you struggling to execute, or are you struggling because the role requires strengths you don’t have? That’s not a failure. That’s information. Not all talented and motivated people are suitable for every job. Spending too much effort on the wrong role will still lead to disappointing results.
This is also where professional pride needs to be readjusted. Pride should come from a desire to improve, not from resisting unpleasant truths. The strongest professionals I know don’t confuse confidence with inflexibility. they adjust. they learn. They fill in the gaps.
Work with your manager to develop a concrete plan. Identify what needs to be improved, how to measure it, and by when. This may include upskilling, changing processes, reprioritizing, etc.
It’s also wise to seek perspectives outside of the formal review process. A mentor or trusted colleague can help you pressure test what you’re hearing and identify blind spots you might not be aware of.
One final point: repeated negative feedback should prompt self-reflection, not self-doubt. If you’ve made a serious effort to improve and nothing changes – if expectations keep changing or success remains undefined – that may say as much about the environment as it does about you.
And remember, your worth shouldn’t rise or fall based on performance reviews. Treat feedback as information, not identity. Put your ego aside, take responsibility, and focus on improving. That’s how careers are built and maintained.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
