Performance reviews can explain missed targets without stopping the same problems from recurring, Forbes argues. The article says candid discussions must lead to explicit decisions and accountability if teams are to act on what went wrong.
Bain & Company’s 2026 CEO Agenda Survey found that fewer than half of CEOs believe their organizations can adapt and execute at the speed the market requires; only half said their decision processes are simple enough to support speed and agility. The article also cites Gallup research finding that 28% of U.S. workers strongly agree their opinions count at work, and Harvard Business School scholars who argue psychological safety can reinforce, rather than undermine, high standards.
The article recommends clarifying who has decision authority, what information is needed and how quickly a decision is required before a review. Warning signs of weak candor include forecasts converging on plan just before review, bad news filtered through senior staff, dissent fading after a senior leader speaks, and problems disclosed only once they become hard to ignore. It says reserving even 15 minutes of an hour to decide what changes and who owns it can shift the meeting from explaining the past to shaping next steps.
