Managing performance is a core part of being a leader. Not an optional extra. Not something to hand over to HR. And not something to put off until you feel more confident.
I’ve had to face up to performance management countless times throughout my career. My view is straightforward: if you’re responsible for leading people, you’re responsible for addressing performance. Avoiding it means leaving part of your job undone.
That might sound blunt. But I think we need to be honest about this, particularly with people who are stepping into leadership for the first time.
Because failing to act isn’t a neutral choice.
Poor performance wastes time and resources. It breeds resentment amongst colleagues who are delivering, especially when they’re left picking up the pieces. It creates a sense of injustice: why am I being held to a standard that apparently doesn’t apply to someone else?
And it isn’t fair on the person who’s struggling, either. Leaving someone unclear about where they stand, or without the support they need to improve, is profoundly lacking in compassion.
Being kind and being clear are not competing responsibilities.
We need to make this less scary
For too many people, “performance management” immediately means grievances, sackings or resignations. Big, scary stuff. Something formal, adversarial and best avoided for as long as possible.
We need to break that link.
I want leaders to see addressing performance as part of the everyday work of managing people: being clear about expectations, noticing when things aren’t right, listening, offering support and following up.
That doesn’t mean pretending formal action is never needed. It means not treating every conversation about improvement as though it’s already heading there.
If you lead people, at some point someone in your team will struggle to perform. Bank it in. Also bank in that addressing it will sometimes feel difficult. Neither is a reason to avoid it.
Start with the basics and do them properly.
For me, effective performance management rests on a few habits. None is particularly glamorous but all deserve your attention.
Be clear about what you expect
Before deciding someone isn’t meeting your expectations, ask yourself whether you’ve actually explained them.
What does good look like? What needs to be delivered, to what standard and by when? Have you checked that you both understand the same thing?
So many “performance” issues begin with a lack of clarity from the manager. Don’t make someone guess what’s in your head and then hold them accountable for getting it wrong.
Act early, with specifics
Don’t wait until frustration has built up and you’ve assembled a long list of things that have annoyed you.
When you notice a problem, gather the evidence and address it. Be specific about what happened, how it differs from what was agreed and why it matters. Give the person a chance to respond.
“You need to do better” isn’t useful clarity. Explaining the gap and agreeing what improvement looks like is.
Listen before you assume
There are lots of reasons someone might not be performing. Your job is to understand what’s really going on, not jump straight to a judgement about their attitude or commitment.
Ask. Listen to the answer. Be prepared to examine your own part in the situation, too.
Then put the right support in place and agree what happens next. Listening and taking action belong together. One isn’t a substitute for the other.
Make your 1:1s count
Routine, documented 1:1s matter. Protect the time and use it properly.
They’re an opportunity to discuss what’s going well, raise concerns, spot problems early and keep development plans alive. They should also give the other person space to tell you what they need from you.
Write down what you’ve discussed and agreed: expectations, support, next steps and when you’ll review progress. Then follow up. A conversation you never return to isn’t much of a commitment to improvement.
Get support but never shirk your responsibility
My advice to any emerging leader dealing with this is simple: don’t suffer in silence.
Find a trusted peer or a more senior colleague who can help you think it through. Someone who will listen, challenge your assumptions and help you prepare for the conversation you need to have. Be thoughtful about confidentiality: getting support doesn’t mean sharing someone’s difficulties around the organisation.
Take advice from HR and follow your organisation’s policies. Their role matters: advice, support with process and, where appropriate, being alongside you in meetings.
But don’t assume HR will sort it out. The accountability for managing your team, making decisions and following through sits with you.
Write things down. Seek advice. Get support. None of that takes the responsibility away from you, but you don’t have to carry it alone.
Compassion isn’t lowering the bar
Never compromise on your standards and principles simply because holding to them feels uncomfortable.
Being compassionate means taking the time to understand someone’s circumstances, being clear about what needs to change and providing meaningful support. It doesn’t mean quietly abandoning your expectations.
High support and high challenge. Both matter.
For me, that’s the heart of this: respect people enough to be honest with them, and take your responsibility seriously enough to act.