Q. I just had my annual performance review and walked away more confused than when I went in. My manager told me that I’m a “strong contributor,” and to “keep doing what I’m doing.” When I asked what specifically I was doing well, she gave me more generalizations. When I asked what I could improve, she said, “Nothing really comes to mind right now.”
The problem is, I genuinely want to grow. I’m hoping to move up within the next year or two, but I have no roadmap because I don’t know what’s working and what isn’t. I left that meeting feeling like she either isn’t paying attention to my work or doesn’t want to have hard conversations. How do I go back and get the feedback I need to help me improve and position myself for a promotion without seeming pushy or ungrateful for the positive review? – Maya, 31
A. Maya, this is such a common and frustrating situation—you’re doing everything right by seeking concrete feedback, and you’re being met with well-intentioned but unhelpful generalities.
Your manager may genuinely think you’re doing great, but hasn’t developed the skill (or taken the time) to translate that into actionable insights. Or she might be conflict-averse and defaulting to pleasant vagueness. Either way, you’re not being pushy by asking for what you need to advance. You’re being professional.
Here’s what you can do next:
You’re also well within your rights to seek mentorship elsewhere—a senior colleague, someone in another department, or even outside your company. Your manager doesn’t have to be your only source of career development.
- Give it a week or so, then schedule a specific meeting—don’t try to catch her in passing. Frame it around your development, not her lack of feedback. Try something like: “I’ve been thinking about our review conversation, and I’m really motivated to position myself for growth here. Since you mentioned I’m doing well, I’d love your help identifying 2-3 specific skills or projects that would make me competitive for [next level role] in the next 12-18 months. What would someone at that level be doing differently than I am now?” This shifts from “give me feedback” to “help me get promoted,” giving her a clearer target and making it collaborative rather than evaluative.
- If she’s still vague, get more tactical. Ask about specific projects or moments: “When I led the [X project], what did you notice that worked well? What would have made it even stronger?” Concrete examples are harder to dodge.
- Ask her to compare you to the next level up: “What’s the difference between how I approach [client relationships/project planning/whatever is key to your role] and how someone at the senior level does it?”
- Request she connect you with someone who was recently promoted: “Would you mind if I set up a coffee chat with [person] to learn what helped them move up?” This gets you intel while also subtly signaling you’re serious.
- Since you can’t rely on her clarity right now, take some ownership of the process. Look at job descriptions for the role you want—what skills, scope, or impact do they emphasize that you’re not currently demonstrating? Identify 1-2 stretch projects or initiatives you could propose that would build those areas. Then bring those ideas to your manager: “I’m thinking of taking on [X]. Would that be valuable, and would it help demonstrate readiness for the next level?”
You’re also well within your rights to seek mentorship elsewhere—a senior colleague, someone in another department, or even outside your company. Your manager doesn’t have to be your only source of career development.
If, after all this, she still can’t or won’t give you substance, that’s data too. It may mean you need to be more proactive about managing up and creating your own visibility, or your growth ceiling at this company is lower than you’d hoped. But you won’t know until you try this approach first.
You’re not being ungrateful—you’re being strategic. That’s exactly what someone ready for more responsibility does.
You’re equipt to seek specific and actionable feedback.
