Performance Mirrors, Four-Mirror Prompt Set

What this is

In the book, "systems of performance mirrors" are reflective structures that help people see their own patterns more clearly. Behavior-first leaders design 1:1s this way instead of as reporting sessions. There are four mirrors: Pattern, Impact, System, Growth. Each mirror has three parts: three prompts the team member reflects on before the 1:1, a shift in the leader's role, and questions the leader asks in the meeting. The book's stated aim is visibility through reflection rather than surveillance, "through partnership rather than hierarchical monitoring."

Use when / Do not use when

Use when: a leader wants insight into how work is happening without monitoring (the chapter's central tension), and runs regular 1:1s. Do not use when (addition): the 1:1 is being used for compensation or formal evaluation decisions; the book separates development conversations from compensation (Ch.5) and builds these mirrors as development reflection. The book does not say this about mirrors explicitly; treat as caution, not source.

The Instrument

Mirror 1: The Pattern Mirror

Employee, before the 1:1:

1. Which behavior patterns were most effective this week?
2. Which patterns created unexpected challenges?
3. Which patterns would I like to strengthen or modify? Purpose (book): self-generated visibility rather than imposed surveillance; develops pattern recognition skills rather than just reporting activities. Leader role shift: from interrogator to insight partner. Leader questions: "What made that pattern particularly effective? Where else might that approach create value? What small variation might make it even more impactful?"

Mirror 2: The Impact Mirror

Employee, before the 1:1:

1. Where did my work create the most value for others this week?
2. Where did others depend on me and what was their experience?
3. What ripple effects - positive or challenging - did my work create? Purpose (book): helps people see beyond immediate tasks to the broader impact of their contributions; natural visibility into collaboration patterns without intrusive monitoring. Leader role shift: from evaluating to connection-making. Leader questions: "I've noticed your work with the design team is creating significant value. How might we build on that connection? What would help you create similar impact with the marketing group?" (The book's example names two specific teams; replace with the real ones.)

Mirror 3: The System Mirror

Employee, before the 1:1:

1. Which aspects of our systems are enabling my best work?
2. Which elements are creating unnecessary friction?
3. What small system adjustments would have the biggest impact? Purpose (book): shifts focus from individual performance in isolation to performance in context; visibility into system dynamics while empowering people to shape their environment. Leader role shift: from performance judge to system partner. Leader questions: "What's one system constraint we could address together? How might we experiment with a small adjustment? What would make it easier for you to do your best work?"

Mirror 4: The Growth Mirror

Employee, before the 1:1:

1. Where am I experiencing the most meaningful growth right now?
2. Where do I feel my development has plateaued?
3. What new capabilities would create disproportionate value? Purpose (book): visibility into development trajectories without the defensive responses that often accompany skill evaluation; positions growth as an ongoing journey rather than remediation of deficiencies. Leader role shift: from gap identifier to development catalyst. Leader questions: "What support would help you accelerate in areas where you're already growing? What might help you move forward where you feel plateaued? How can I best contribute to your development?"

Book's closing quote from a team member: "Our old 1:1s felt like I was reporting to a supervisor. These conversations feel like I'm partnering with a coach who's genuinely interested in helping me see my own patterns more clearly. The visibility doesn't feel imposed on me - it feels created with me."

Context (book illustration, unverified, not for ROI or proof claims): the four-mirror structure is attributed to a consumer products company, unnamed.

How to run it (Performance Lab suggested practice)

1. Send the employee the three prompts for the chosen mirror before the 1:1. The book describes the four mirrors together as a system and does not say whether all four run every meeting or rotate; decide and record which you chose.
2. In the meeting, start from the employee's own answers. Use the leader questions as follow-ups, not a script.
3. Record what the employee noticed (not your assessment of them).
4. Carry system-mirror items to the leader's environment work (the quarterly alignment in Behavior-First Meeting Inventory and Cadences).

Record sheet (Performance Lab suggested practice)

• Date / person / mirror used:
• Employee's answers (three prompts):
• Leader question asked / what came back:
• Pattern, impact, system or growth item to follow up:
• Next 1:1 mirror: