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Bob performance: a guide to better reviews in 2026
In the fast-paced Australian business landscape of 2026, managing employee growth requires more than just a tick-box exercise; it requires a deep...
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Mathan Allington
Updated on July 7, 2026
Adaptability appraisal comments work when they describe a specific behaviour, not a trait. "You are very adaptable" gives an employee nothing to build on; "you kept the project on schedule when the scope changed mid-cycle" does. Below are ready-to-use phrases for high performers, growth areas, teamwork and self-evaluations, plus how to make them stick.
Last reviewed July 2026.
Adaptability in 2026 means cognitive flexibility: the ability to drop old habits and pivot to new tools or strategies without losing momentum. That makes it one of the most valuable behaviours to recognise in a review, and one of the easiest to describe badly.
Two principles keep your comments useful. Anchor every phrase to a situation the employee will recognise (a scope change, a new system, a restructure), and point each one forward: a review is not just a record of the past year, it sets up how the person will handle the next twelve months of change.
Use these when a team member genuinely thrives through change, and attach the specific project or moment where you saw it:
Specific praise validates the small pivots people make every day to keep the wheels turning. Generic praise does not.
Not everyone finds change easy, and a review is the right place to name it constructively:
When you name a gap, pair it with support: training, a mentor, or a pilot project with low stakes. Pointing out inflexibility without offering a path forward just makes people defensive.
The most adaptable employees are usually the strongest communicators too. They ask questions when things change instead of retreating into silence, and they help others adjust. Recognise that explicitly:
Reviews run both ways. If you are writing your own self-assessment, claim your adaptability with the same specificity you would want from a manager:
Adaptability used to be measured anecdotally. Now there is better evidence available: how quickly someone adopts new software, their willingness to take on varied projects, and peer feedback from cross-functional work. Use that data in the review so the conversation is about observed behaviour rather than impressions.
Reviews also lag reality by months. Tracking how people are actually coping during a transition, rather than finding out at review time, lets you support someone before a flexibility gap becomes a performance issue. That is what Compono Engage is built to surface. And if reviews keep flagging the same adaptability gaps across new hires, the problem is upstream: Compono Hire screens for these behaviours before the offer, not a year after it.
Engage shows you how people are tracking through transitions, so you can support them months before the performance review.
Talk to usDescribe the behaviour, not the trait. Name a specific situation where requirements changed, say what the person did, and note the outcome. "Kept the migration on schedule after the vendor change" beats "is very flexible" every time.
"Has successfully transitioned to new digital workflows this year, showing a keenness to upskill and lead others through the change." It names the situation, the behaviour and the wider benefit to the team.
Name the gap constructively, anchor it to a real example, and pair it with support such as training or a low-stakes pilot project. Criticism of inflexibility without a path forward tends to produce defensiveness rather than growth.
Yes, with evidence. Point to training you sought out, transitions you managed and pilot projects you volunteered for. Being honest about where you prefer routine, alongside what you did to stretch, reads as self-aware rather than weak.

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