This article addresses how employees can maximise the value of annual performance reviews, a topic made more consequential by current market conditions including layoffs and budget constraints. The author, Andrea Wasserman, draws on her experience conducting hundreds of reviews at Nordstrom, Verizon, and Yahoo to argue that employee preparation and mindset significantly influence review outcomes. Her central argument is that performance reviews are not passive evaluations but active career management opportunities that employees can shape. Key evidence is anecdotal, including illustrative examples of a high performer whose self-assessments read as promotional rather than reflective, and a manager who secured a promotion by consistently communicating career aspirations aligned with business direction. The article identifies seven preparation behaviours: intentional mindset management, honest self-assessment, data-backed impact articulation, targeted asks for managerial support, explicit career goal communication, composure under critical feedback, and scheduling structured follow-up meetings. The implied conclusion is that employees who demonstrate self-awareness, accountability, and strategic thinking are better positioned for advancement, particularly in resource-constrained organisations. Key insights: Self-assessment quality is treated by managers as a proxy for long-term potential — employees who present only a 'highlights reel' are perceived as less self-aware and less ready for increased responsibility. Quantified impact evidence is necessary because managers overseeing multiple teams or large project portfolios may not retain detailed recall of individual contributions at review time. Composure and coachability during critical feedback are interpreted by managers as readiness indicators for more complex responsibilities and higher organisational visibility. Practical takeaways: Employees who prepare specific data points — metrics improved, revenue or cost outcomes influenced, cross-functional contributions, and efficiency gains — make their accomplishments easier for managers to recall and advocate for during compensation or promotion decisions. Scheduling a follow-up meeting 30 to 60 days after the annual review, with a structured progress report on feedback and goals, reinforces an employee's reputation for accountability beyond the review conversation itself.