There is evaluation, but no feedback. That difference slowly erodes confidence.

"I haven't received any proper feedback in years." This is a phrase I hear surprisingly often in sessions with people at the leader level.

Evaluation results are returned.
Salaries are raised.
Roles are increasing.

Therefore, many people make sense of it in their own way and accept it.

"Since my salary went up, I must be valued."
"If nothing is being said, maybe there are no major problems."
"I want to believe... that I am expected to do more."

But that state is quite unstable, isn't it? It's hard to notice while you're busy running, and you can keep moving forward as long as you're producing results.

However, the moment you stop for a second, the unease you were trying to ignore starts to surface.

"What are my strengths?"
"What does the company or my boss expect from me?"
"Is this way of working really okay?"

It's not that you aren't being evaluated. But you don't know "how you are being seen." I believe this is a problem occurring within organizations today.

The "meaning" is not getting through

At the end of the term, evaluation results arrive. You write up a self-evaluation sheet in the limited time you have, submit it, receive a few lines of comments or bulleted reasons for the evaluation, and finally, it is reflected in your salary.

But isn't the reality that what you really want to know is rarely written there?

"What was good?"
"What was lacking?"
"How does my boss see me?"

Things like how you are seen within the organization and what is expected of you are sometimes left out. I feel this is not just a lack of feedback, but a state where the "meaning" of the evaluation is not reaching the person.

People gradually start prioritizing "not making mistakes"

What happens then? People gradually start prioritizing "not making mistakes."

Safety over challenge.
Self-sufficiency over consultation.
Searching for the right answer over honesty.

On the surface, they are working normally, but inside, they are gradually shrinking. Some people feel that reporting and consulting themselves are becoming "subjects of evaluation," so the frequency decreases and their way of moving becomes cautious.

Has 1-on-1 become a "time to get through safely"?

1-on-1 should originally be a time to align such gaps and perceptions.

But in reality, it is not uncommon for it to end with just exchanges like, "How have you been lately?", "Is there anything you're struggling with?", or "Is there anything you want to do?"

Of course, that in itself is not necessarily a bad thing. However, if the conversation about 'how one is perceived' is left out, subordinates will only learn the skill of 'getting by safely'.

I believe what is truly necessary is to put each other's perceptions into words and align them.

The option of 'going out to get' feedback

So, if you have any lingering doubts or anxieties, taking a step forward and asking about them yourself is one way to go.

This is not to get evaluated by your boss, but to tune the perceptions between the company, your boss, and yourself.

For example,
1. From your boss's perspective, what are your strengths and areas for improvement?
2. In this evaluation, what was appreciated and what was lacking?
3. What role is expected of you within the team?
4. How do they want you to act moving forward?

Even just these four points can make your current standing, such as how you are viewed by your boss, much easier to see.

'So that's how I was seen'—that is what moves you

Originally, confirming your role and expectations should be a natural part of moving work forward. But many people feel, 'Is it okay to ask something like this?'

Perhaps the atmosphere that 'those being evaluated should be passive' is so deeply ingrained in the organization.

However, especially when you feel anxious or uncomfortable, there is meaning in 'having it put into words'.

People often don't see themselves as clearly as they think. That is precisely why, by receiving the perspective of others, you can understand yourself from the outside, realizing, 'So that's how I was seen' or 'That's what was expected of me.'

Because of that, how you act next will also change.

Don't let your career become too passive

Of course, the ideal is an environment where feedback comes naturally from the boss. But in reality, due to busyness or differences in management experience, there are workplaces where things are not articulated that carefully.

Therefore, instead of just 'waiting,' try creating opportunities for dialogue yourself. I believe that is also one way to build your career proactively.

That is not about sucking up or pandering. It is about not letting your future become too passive.

If you are currently feeling,
'Is this way of working okay?'
'What is expected of me?'
'I want to clarify the nature of this vague feeling.'

If you have such feelings, think about how to receive feedback and connect it to action. How to adjust your relationship with your boss. How to articulate your strengths and your position.

By organizing things strategically rather than emotionally, your perspective can change.

If you would like to organize your career or work-related uncertainties together, please feel free to consult with us via LINE.

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