Manager Lied on My Performance Review: What It Means and What You Can Do

Performance reviews are meant to foster trust and growth, but what if your manager distorts the truth? 

While small white lies are common, serious misrepresentations can impact your credibility and career. In this guide, we explore why managers lie in reviews, what you can do about it, and how to respond constructively.

What It Looks Like When a Manager Lies on a Review

No matter what the grounds are, this is what it looks like when a manager lies on a review:

Signs that something is off

• Review doesn’t match prior feedback: Employees may have received the feedback earlier on their performance. However, in the review, it is written something else. This is when you know that the manager has lied. 
• Claims are exaggerated, vague, or probably false: When a manager lies on a performance review, it is known when the claims seem vague. Maybe the employee has submitted the work five minutes passed the deadline. But the review is written as “xx is not meeting deadlines.” This statement seems a little exaggerated, too, doesn’t it? Or perhaps, while going through the review, the employees find the claims are false. This is absolute lying. 
• Positive feedback disappears in writing: You know the manager is lying on performance reviews when there are no positive feedback. Yes, an employee may not do a work properly, but it cannot be the case that there isn’t one good thing to point out. The manager simply overlooked it and stressed more on the demerits. It can be a way to save time. 

Common patterns to look out for

• The “Surprise Criticism” tactic: Know that the manager lied on the performance review, if they put negative feedback or comments on the review form without prior warning. When an employee is not working well for a long time, managers generally sit in a one-on-one meeting to discuss the issues. If that isn’t the case, the manager used a “surprise” tactic to lay out criticism. 
• Using reviews to block promotions or exits: Often, an employee is up for the promotion cycle, but some managers may lie on the performance review to block their promotion. It can be the case that they think the employee is not ready to take the big step. In any case, that’s not right. 
• Passive-aggressive language masked as feedback: A performance review should be clear and should avoid using harsh language, even if the manager is writing a criticism. In performance reviews, the negative feedback shouldn’t look like scolding, rather, it should look like constructive criticism. Hence, if the manager is using passive-aggressive language in feedback, that’s off. 

Distinction: lying vs. biased framing vs. genuine miscommunication

Do you think your manager lied on performance review? Well, maybe the manager is intentionally being inaccurate. Maybe there has been a heated argument between an employee and the manager at some point, and now he/she is taking it out during the performance review time. Perhaps, there has been a complete misunderstanding, that’s why the reviews and feedback are inconsistent. 

Why It Happens: The Hidden Drivers Behind Review Manipulation

There can be various reasons why a manager lies on a performance review for employees. The key forces are as follows: 

Power Imbalance

In many companies performance review systems happen on both ends. Employees also give reviews on managers, and managers review how employees are performing overall. However, there are companies that still give managers the upper hand when it comes to performance reviews. Since there is a power imbalance, often managers use this scenario to lie in the review. 

Avoidance of Conflict

You know a manager lied on a performance review if they use already-written reviews. Sometimes managers don’t want to initiate real conversations with employees, as that can create conflicting situations. To avoid that, managers write white lies. 

Performance Politics

A classic move that employees have experienced in the workplace scenario. It can be a case where employees and their manager had different points of view. Instead of reasoning employee’s ideas, the manager has made a decision. This is often reflected in performance reviews, even without considering employee input. 

Lack of Systems

Some companies don’t have proper review systems. Managers can use it as a tool to manipulate reviews. This includes lying on performance reviews. Anything can go wrong if reliable review systems are not integrated into the organization. 

The Impact: Beyond the Review, It Undermines the System

It is evident that if a manager lied on a performance review, the consequences will be nothing but overall negative. The following is the impact that false or misleading reviews have on an organization: 

• Emotional toll on the employee: Misleading or false performance reviews can shake up employees on an emotional level. Lying on performance reviews with vague comments, it becomes difficult for the employees to address their shortcomings. Furthermore, if the employees find their reviews are misjudged, they may refrain from contributing to the success of the company. 
• Broken trust in leadership: It is a serious concern when a manager lies on employee performance reviews. It negates the purpose of the system. The performance management system is supposed to promote transparency and better communication among managers and employees. But when managers make misleading reviews, employees find it hard to trust the leadership, which leads to reduced engagement. 
• High-performing employees begin to disengage or leave.
• Cultural consequences: If one person is being misrepresented, others are too.
• Performance management becomes a tool of control, not clarity.
  
  

What to Do If You Think Your Manager Lied on Your Performance Review

Do you think the manager lied on the performance review? Give yourself some time to process the information. You need to organize your thoughts before taking any further steps. The following are the things you should do if you think your manager has put inaccurate information in your performance review. 

A. Pause. Breathe. Reflect.

• You cannot simply say the manager has lied on your performance review. The organization will ask for facts and evidence. Collect facts: past feedback, project outcomes, emails, and meeting notes. 
• You cannot be attached to the evidence. When you provide facts to your manager or their supervisor/HR, ensure to control your emotions and temper. At the end of the day, it is a workplace. 

B. Request a Review Conversation

• A manager lying on an employee’s performance review can demotivate them. However, under any circumstance, you shouldn’t lose your calm. Process the information and give yourself a break. Then, you can discuss the matter with your manager initially and schedule a meeting. In the meeting, you can highlight the points that you found inaccurate or false. 
• Script: “I’d love to walk through some parts of the review that surprised me. Could we revisit a few examples together?”

C. Escalate if Necessary

• If your manager is not ready to have this conversation with you about the performance review, it leaves no choice but to escalate the matter. Talk with the manager’s supervisor. In this case, that will be the HR of the organization. Now, HR is supposed to have a neutral point of view. If you see the company HR is supportive, support your claims with facts. Be professional about the matter. 
• If you see the HR isn’t neutral, document everything.

D. Decide on Your Next Move

• After the talk with HR, you can decide your next move. See if there’s any chance to repair the employee-manager relationship. Will this impact the entire office culture? 
• Are there teams or managers within the company where trust still exists? These are some vital things, you need to consider before you take any decision. 

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What a Healthy Review System Should Look Like

The issue of a manager lying on a performance review is not a rare occurrence. But it is essential to maintain a healthy review system. Here’s what it looks like: 

• Self-reflection + manager feedback = balanced inputs: It is essential for employees to self-reflect. See if there have been certain shortcomings on your part. Also, if the manager is addressing both positives and negatives in the right way. Balanced inputs call for a healthy review system. 
• Shared goals documented and visible from Day 1: There are common goals between managers and employees. Ensure they are documented. There should be transparency in those goals from the first day. 
• Real-time feedback captured continuously — not just in formal cycles: For a healthy review system to exist, feedback should be given in real-time. It shouldn’t be limited to formal performance review cycles. 
• Transparent calibrations to balance bias: Keeping a transparency is important. Both parties should have an open communication to reduce or balance bias. 

To ensure an improved level of visibility and shared accountability, Klaar can help organizations with it.

How Klaar Prevents Situations Like This

A manager lied on a performance review? Klaar is here to put an end to situations like this. It is not just a tool that helps managers. “Fill a form”. Rather, it's built to: 

• Nudge real feedback throughout the year
• Surface team and peer input
• Make reviews feel collaborative, not coercive

• With transparent review systems like Klaar, there is less room for bias to grow. 

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