Yes, you correctly read the title for this article.
You are wondering, “If the annual performance interview is a fingernail-extraction-moment when my boss informs me what I did wrong or right this past year, how can I control that conversation?”  Well, you are not without choices.  You can direct the interview with these five skills.
First, you have to say to yourself before the conversation ever begins, “I am the subject of this conversation, not the victim.” 
You are shouting right now, “Hey, you don’t know my boss!”
You are right, I do not know your boss, but I do know the role of “victim” is one we choose.  This interview must begin with you dumping the assumption that you are the clay pigeon for your supervisor to verbally shoot down. 
Read on.  You will discover the skills to be a participant, not the perfunctory pathetic patsy for a performance review.
Second, when your boss makes an evaluation about your performance which is fact-based and true…agree.  Look at him/her and say, “I agree with that observation and what can I do to improve?”
That statement is not “kissing up”; that statement is an adult admission you need to change.  So what is the big deal?  Unless you are teetering on the edge of becoming the fourth member of the Trinity, admitting you need to improve is part of the human condition.  Get it out of the way and move on.
Third, if your supervisor/manager has a low opinion of your worth to the organization, and you do not agree, state the following, “I understand your evaluation and I have a different perception of my contribution for the following reasons….”
Notice the specificity of language.  The “I understand…” acknowledges you heard what your boss said.  “I have a different perception…” is your assertive acknowledgement that you also have a right to a voice in this dialogue.  Finally, “…for the following reasons…” establishes a factual basis for your divergent perception.
There are no guarantees that this use of language will leave your boss a sniveling mass of humanity for ever finding something wrong with you.  Rather, the right words and tone will confirm you are a full participant in this evaluation process.
Fourth, toward the end of the evaluation ask, “What do I need to do to grow with our organization?”  This question places you in the “desirable” employee category.  All bosses want a staff person to wants to professional grow and not start growing organizational fungi.
The worst fear of your boss is you will figure out how to give the least in order to keep drawing a check.  That is your boss’ worst fear and your worst choice.
Fifth, after your boss has told you what you need to do to add value to the workplace, ask, “What can I expect you to do to help me reach the goal you have just outlined?”

This question is the “hail Mary” moment in the interview.  You are going for long yardage with the person who signs your check.
You have just issued a gentle reminder that your boss must be the enabler of your success. 
Not a bad way to end this annual, often dreaded, conversation.