By Sunder Ramachandran and Vivek Gambhir
We’ve all walked into appraisal conversations with a quiet dread, hoping the stars align or at least that our boss has had their coffee and remembers the good bits from Q2 of last year.
Even the most well-meaning managers don’t have a perfect memory. And when you’re one of 4, 6, or 10 people they’re appraising, you’ve got a very short window to make your case.
That’s where structure helps. Specifically, the Four-Point Rule.
Just four things to say. But say them well, and you’ll walk out of the room feeling like you ran the meeting, not the other way around.
Let’s break it down.
Point 1: Talk Up Your Wins
This is not the time for false modesty. You’ve worked hard, now give your results a voice.
Instead of vague statements like “I handled a lot of responsibilities,” say: “I led the product launch in the East region, which beat initial targets by 18%.”
Quantify wherever possible. Percentages, timelines, customer impact, process improvement, these are music to a manager’s ears. Think of it as giving your contributions a proper headline, not just a footnote.
Point 2: Highlight Your Strengths
While achievements focus on what you did, strengths show how you did it.
Maybe you’re a natural collaborator, a calm presence in chaotic cross-functional meetings. Or perhaps you’re the one who turned around a skeptical client with your problem-solving skills when everyone else had given up.
Examples matter here: “My presentation on competitive trends helped the team reposition our messaging just before the Q3 pitch and we won the client.”
This is your chance to say, “Here’s how I made a difference beyond the task list.”
Point 3: Spotlight Areas of Growth
This one makes people squirm. But a little vulnerability goes a long way.
Show that you’re self-aware, open to learning, and serious about your growth. Don’t just say “I need to work on communication.” Be specific.
“I’ve realized I need to delegate more effectively and I’ve taken on too much execution, and it’s limiting my team’s ownership.”
This reframes a weakness as a leadership opportunity. You’re not just airing issues, you’re already thinking about solutions, which saves your manager the trouble of having to do it for you.
Point 4: Pitch an idea (or Ask a Question)
This final point flips the dynamic. It shows you’re future-focused, engaged, and looking for a partnership with your manager.
It could be as simple as: “What’s one skill you think I should build to prepare for a team lead role?”
Or, “I’d love to shadow the Business Development team next quarter to understand how strategy gets shaped. Would that be possible?”
When done well, this moment often becomes the most memorable part of your appraisal, because it creates forward momentum when most conversations are wrapping up.
Why the 4 point rule works
Your manager is juggling multiple appraisals, deadlines, and emails all marked “urgent.” The Four-Point Rule helps them help you.
You’re refreshing their memory about your wins (which, let’s be honest, they may have forgotten).
You’re taking ownership of your development instead of waiting for it to be handed to you.
You’re making it easier for them to recommend you for growth opportunities.
You can turn your appraisal discussion into an internal pitch for your own future.
Use the Four-Point once, and you’ll never walk into another review unprepared again.
Sunder Ramachandran and Vivek Gambhir are senior industry leaders. They are co-authors of HeadStart: Unlock the Secrets to Career Success (Penguin Random House), a practical playbook for young professionals navigating the early to mid-stages of their careers.
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