Ironclad CEO reads 80 manager reviews to improve feedback.

4 hours ago7 min read

In the evolving landscape of corporate leadership, where artificial intelligence increasingly shapes operational frameworks, the human element of management feedback remains a critical frontier. Dan Springer, CEO of Ironclad, recently undertook a remarkably hands-on approach to this challenge by personally reviewing approximately 80 manager-written performance evaluations.This initiative stemmed from an internal cultural paradox: while employees at the 650-person AI contract-management-software firm praised the overall company culture, they simultaneously reported a deficiency in the quality and actionable nature of the feedback they received from their direct supervisors. Springer’s methodology was not a superficial audit; it involved a deep, qualitative analysis that revealed a clear tripartite distribution in review quality.He found roughly 20% to be outstanding, another 60% to be solid and metrics-driven, but a concerning final 20% that missed the mark entirely, ranging from overly verbose narratives lacking concrete guidance to terse, unhelpful comments. This discovery prompted a targeted intervention, where Springer engaged the underperforming managers in specialized training sessions designed to be engaging and practical, even role-playing a review himself with the company's CFO to demonstrate vulnerability and a commitment to the process.This focus on the mechanics of feedback is not merely a procedural tweak but a strategic imperative, especially in technology sectors like Ironclad's where first-time managers are often promoted based on technical prowess rather than leadership acumen. The broader context here is a significant shift away from the brutalist, stack-ranking philosophies famously championed by figures like GE's Jack Welch, who used reviews as a culling mechanism, and toward a more developmental model that aligns with what McKinsey research confirms: companies prioritizing robust performance management can achieve up to 30% higher revenue growth and reduced attrition.For Springer, whose resume includes CEO roles at DocuSign and Responsys, this effort is a direct lever to cultivate a genuine performance culture—one that balances the company's kind ethos with the necessary rigor to address underperformance and reward excellence. His next phase involves cementing this cultural shift by establishing clear, company-wide goals for the upcoming fiscal year, centered on customer success, financial performance, AI innovation, and employee development, thereby providing the essential framework against which meaningful feedback can be calibrated.This case exemplifies a growing recognition among forward-thinking CEOs that in an age of automation, the quality of human-to-human communication, particularly in developmental feedback, is a sustainable competitive advantage. It’s a nuanced dance between data-driven assessment and empathetic leadership, ensuring that the organization's human capital is not just managed, but actively nurtured toward collective ambition.

#lead focus news

#performance management

#employee reviews

#CEO leadership

#corporate culture

#AI software

#feedback training

#business growth