On the Blog

Issue No. 10 | The things we carry, the things we keep, the things we take care of and what they reveal about our emotional world. We all carry things with us—physical objects, generational moods like millennial melancholy, even feedback from a colleague. It’s part of what makes us who we are. And who we are is everything in how we approach and experience the world.

The manager 1:1 is a time-honored corporate tradition that when done well shapes your career for the better. When ignored or avoided, it’s a missed opportunity. Somewhere along the way this ritual became synonymous with rut. It devolves into idle chatter as two people each hold a hidden agenda they never discuss, leaving everything unsaid. It’s in desperate need of a revamp, rebrand, re-creation. Lest, it become the gravestone of management

When individual performance falters, the answer isn’t clear-cut. It’s buried under company quirks and constraints, team dynamics, and personal realities. This manager guide walks through scenarios like role elimination, skills mismatch, overleveling, and values misalignment to unearth the considerations, traps, and answer the question—Should I coach or not? Because deciding to let someone go deserves care lest you erode a culture under the tyranny of competition and fear.

To fully understand ourselves, we have to unwind the systems that make us. That includes how performance reviews influence our futures and self-esteem. These antiquated processes stick around because the system maintains a semblance of fairness, is open to interpretation, and places the burden of proof on the less powerful party. But there's a better way to center individual, team, and company growth. So here's how we'd build a performance system from scratch.

Issue No. 2 | Reflection renaissance—stepping back to untangle who you are from who you've been told to be. Work has a way of defining and shaping us. Reflection is the way out. Also in this issue: new year rituals, the thin line of cults and culture and why it's scary to make a company your identity, and an interview with cofounder, Kelsey Peterson.

​​A reflective guide to giving peer or manager feedback without deluding or soul-crushing others. Sort out your own biases, calibrate overly positive or overly negative takes, and find where folks thrive. Includes prompts and exercises to craft clear feedback, reduce projection, and help direct reports navigate hard notes with dignity and momentum.

EverMore doesn’t believe in performance reviews as a measure of a life’s work. But we do believe in the stories you tell about your impact—and the way those stories shape what becomes possible. This guide is about honoring yourself inside a process you didn’t create, so you can reflect honestly, speak clearly, and carry your career forward with intention.

Episode 7 of Dear EverMore tackles an emotional topic—what’s wrong with feedback at work. Feedback often feels hidden or manipulative in workplaces, leading to harmful cycles; true growth requires honest self‑knowledge, discerning personal feedback from others’ projections, and giving feedback from a place of abundance and intentionality.

Episode 4 of Dear EverMore dives into the murky intentions of performance reviews and why they're not a reliable exercise. We talk about the anxieties and impossibilities of using reviews to serve competing needs like compliance, compensation, retention, and development. With so much on the line, everyone becomes a performer.

Most of us gather feedback the same way. We ask, "Do you have any feedback for me?" and in that moment, honesty gets sucked out of the room, and all we hear is a "nope." Instead, learn how to elicit directed, honest feedback from the right people while understanding your own intentions and authentic career desires.